Learn to Lead Chapter 7 Review

Emotional Intelligence

The intelligent use of emotions: you intentionally make your emotions work for you by using them to help guide your behavior and thinking in ways that will enhance your results

Self-awareness, managing emotions, self-motivation, empathy for others, interpersonal skills

5 Primary Aspects of Emotional Intelligence

Appraisal

All the different impressions, interpretations, evaluations, and expectations you have about yourself, other people, and situations

Self-Fulfilling Prophecy

Occurs when your prediction or expectation leads to your fears or hopes becoming real

Automatic Thoughts

Thoughts that spontaneously pop out

Constructive Inner Dialogue

Talking to your self using constructive criticism to properly handle your emotions

Self-statement

Simple expressions of belief in oneself

Mental imagery

Visualizing your own success as a form of motivation towards your goals

Empathy

Understanding, being aware of, and being sensitive to the feelings, thoughts, and experiences of another

Organizing groups, negotiating solutions, personal connections, social analysis

4 Components of Interpersonal Intelligence

Transformational Leadership

Occurs when a person strives to heighten the motivation & morality of himself and his followers

Transactional Leadership

Occurs when an exchange takes place between leader and follower

Idealized Influence

Refers to the leader’s principles and standards having the power to attract

Idealized influence, inspirational motivation, intellectual stimulation, individualized consideration

Distinctive Factors of Transformational Leadership

Contingent reward and mangement-by-exception

Distinctive Factors of Transactional Leadership

Laissez-faire

Distinctive Factors of Non-leadership

Idealized influence

Refers to the leader’s principles and standards having the power to attract

Inspirational motivation

Describes leaders who “communicate high expectations to followers, inspiring them to become committed to and a part of the shared vision in an organization”

Intellectual stimulation

In the state of always learning

Individualized consideration

Describes leaders who are supportive of followers, listen closely to them, and acknowledge their personal needs

Contingent reward

Describes an interaction between leader and follower in which the follower’s effort is exchanged for rewards

Management-by-exception (MBE)

A leader watches followers closely to observe mistakes and violations of rules, then corrects the wrongs

Laissez-faire

Refers to a “hands off” or “let things ride” approach in which the leader puts off making decisions, provides no feedback, and goes to little trouble to meet the needs of followers

Power

The ability of one person to influence another

Legitimate power, reward power, coercive power, expert power, referent power

5 Types of Power

Legitimate power, reward power, coercive power

Position power

Expert power, referent power

Personal power

Legitimate power

Others obey leaders because of the legitimacy of the position they hold as a leader

Reward power

Followers comply because they desire rewards that their leader can confer

Coercive power

Followers obey because they fear power

Expert power

Comes from an individual’s technical knowledge

Referent power

Conferred upon leaders when followers like and respect them

Domination and Force, Seduction and Deal-Making, Personal Persuasion and Charisma, Integrity and Trust, Empowerment, and Wisdom

6 Stages of Leadership & Personal Power

Learning organization

A place where people are continually learning together

Personal mastery, shared vision, mental models, dialogue, systems thinking

5 Disciplines of a Learning Organization

Personal mastery and shared vision

Aspiration

Mental models and dialogue

Reflective conversation

Systems thinking

Understanding compexity

System

A regularly interactive or interdependent group of items forming a unified whole

Personal mastery

Approaching one’s life as a creative work, living life from a creative as opposed to a reactive viewpoint, made up of your purpose and personal vision

Purpose

A person’s “sense of why he or she is alive”

Personal vision

A “specific destination, a picture of desired future”

Shared vision

A goal an organization develops subconsciously as a result of individual members developing a personal vision; takes risks and gives courage

Synergy

The idea that teams working together can achieve more than each individual could on his own

Insightful thinking about complex issues; innovative, coordinated action; the role of team members on other teams

Three Dimensions of Team Learning

Insightful thinking about complex issues

Taking advantage of the power of many minds to be more intelligent than one mind

Innovative, coordinated action

Welcoming new ideas and working together so those ideas contribute to the team’s success

The role of team members on other teams

Learning teams that work in separate and even the same departments within an organization should help encourage each other in cooperation

Dialogue

Presents an opportunity for team members to freely and creatively explore complex issues

Discussion

Team members present differing views and defend them in a search for the best possible solution

Mental models

Deeply held internal images of how the world works, images that limit us to familiar ways of thinking and acting

Espoused theory

A line of thought that we claim to believe

Theory-in-use

A line of thought representing what someone actually believes

Leap of abstraction

Occurs when we “leap” to generalizations without testing them

Inquiry

Occurs when you ask questions and try to gain more information so that you make the best decision possible

Advocacy

Occurs when you make an argument in favor of a course of action

Task behaviors

Actions that relate to how a job or project gets done directly in terms of organization of work, scheduling of work, and who will perform individual tasks

Relationship behaviors

Include building morale, respect, trust, and fellowship between leaders and followers

Authoritarian leadership

Refers to any situation where a leader keeps hold of as much power and authority as possible

Democratic leadership

Involves making room for multiple people to participate in the decision-making process

Laissez-faire leadership

Allows followers to have the autonomy to make their own decisions and manage their own desks

Situational leadership theory

Involves matching your leadership style to a situation

Path-goal Model

Refers to the role of the leader to clear paths subordinates have to take in order to accomplish goals

Directive leadership, supportive leadership, participative leadership, achievement-oriented leadership

Components of the Path-goal Model

Directive leadership

A leader who is a directive gives followers specific instructions about the task

Supportive leadership

Supportive leaders ensure that the well-being and human needs of the follower are met

Participative leadership

This leadership behavior characterizes leaders who allow subordinates to share in decision-making

Achievement-oriented leadership

Achievement-oriented leaders show great confidence that followers are able to set and meet goals that are challenging