Navy 401 midterm

humility

not thinking less of yourself but thinking of yourself less

• not arrogant

• not proud or haughty

perception

perceptual sets - what you choose to see

• selection (notice), organization (compare), interpretation ( meaning)

Power and Influence

power- ability to influence

influence- measure of power (end result)

sources of power

legitamite, referent, cohersive, expert, reward

influence tactics

actual behaviors to change beliefs:

rational, personal, inspirational, consoltation, coalition, pressure, exchange

personality

impression a person makes or others and structures/processes inside a person

traits: recurring

types: mental habits

personality traits

O - openness to experience

C - conscientiousness

E - extroversion

A - agreeableness

N - neuroticism

intelligence

analytical, creative, practical

moral reasoning

how you resolve moral issues

level 5 leadership

1. highly capable individual

2. contributing team member

3. competent manager

4. effective leader

5. executive

communication

intention, expression, communication, interpretation

groups

• mutual interaction, reciprocal influence

• size, stages, roles, norms, communication, cohesion

teams

task structure, group boundaries, norms, authority

team leadership model: input, process, output

input: individual characteristics, team factors, organizational structures

process: effort, skills + knowledge, strategy, group dynamics

output: HPT

FINO

feelings, issue, needs, options

LEAD leadership definition

the process of influencing an organized group towards an accomplished goal

AOR model

Action, observation, reflection (tool or way to learn)

attribution

how we interpret; explanations developed for what we attend to

power

capacity to produce effects

influence

the change in a targets agents

coercive power

negative sanctions, removal of positive

influence tactics

actual behaviors designed to change another persons attitides, beliefs, values, or behaviors

traits

recurring regularities

personality types

psychological preferences

trait approach

people behave because of the trait strengths they possess

values

constructs considered by an individual to be important

ethics

principles of right conduct or a system of moral values

moral reasoning

manner by which leaders solve moral problems

moral potency

moral ownership (responsibility)

moral courage (fortitude)

moral efficacy (persist)

interopersonal behaviors

altruism - care, compassion, concern

basic fairness

impartiality - respectful

ethical action and self exp[ectations

high integrity

articulating ethical standards

say what you stand for

parts of commmunicating a message

intention, expression, reception, interpretation

assertiveness

the ability to stand up for individual rights in a way that also recognizes the concurrent right of others to do the same

tones of communication

aggression, acquiescence (fleeing), assertiveness (problem solving)

ability model of EQ

percieve emotions, undertsanding emotions, managing emotions, using emotions

empathy

capacity for participation in another’s feelings or ideas

motivation

anything that provides direction, intensity, and persistence

satisfaction

an attitude that indicates how much one likes or dislikes work

over bounding

erect barriers between themselves and others blocking the use of outside resources

groupthink

more concerned with striving for unanimity than objectively appraising different courses of action

trait approach

traits are more likely to emerge in weak situations than in strong situations where procedures or set courses of action are expected