Chapter 4: Developing Leadership Skills

Authentic Leadership

A leadership style where the leader is self-aware and acts in accordance with their true values and beliefs.

Emotional Intelligence

The capacity to be aware of, control, and express one's emotions, and to handle interpersonal relationships judiciously and empathetically.

Active Listening

A communication technique that requires the listener to fully concentrate, understand, respond, and then remember what is being said.

Vision

A clear, distinctive, and specific statement of what the organization or group should become in the future.

Self-Reflection

The process of introspectively analyzing one's own actions and thoughts to improve future performance.

The "Leadership Gap"

The difference between an organization's current leadership talent and what it needs to achieve its future goals.

360-Degree Feedback

A development tool where a leader receives performance feedback from subordinates, peers, and supervisors.

Growth vs. Fixed Mindset

The belief that leadership skills can be developed (Growth) versus the belief that you are born with a set amount of ability (Fixed).

Coaching vs. Mentoring

Coaching: Short-term, task-based improvement. Mentoring: Long-term, relationship-based professional development.

Real-Life: Starbucks Case

Demonstrates how a company uses standardized leadership training to ensure consistent culture and customer service globally.

Real-Life: Steve Jobs

Often used to illustrate "Visionary Leadership"—the ability to see a future that doesn't yet exist and lead others toward it.

Application: Journaling

A practical tool recommended for leaders to track their decisions and emotional responses for better self-awareness.

Application: Role-Playing

A common leadership development exercise used to practice difficult conversations and conflict resolution.

Transformational Leadership

A style that transforms followers by appealing to higher ideals and moral values, inspiring them to exceed expectations

Transactional Leadership

A style focused on exchange: the leader provides rewards (or punishments) in return for the follower's performance.

Servant Leadership

A leadership approach where the leader’s primary goal is to serve and uplift their followers and the organization.

Effective Leadership Traits

Characteristics identified as essential for success, including drive, integrity, self-confidence, and cognitive ability.

Active Listening

A skill involving fully concentrating on, understanding, and responding to what is being said by a follower.

Visionary Communication

The ability to describe a compelling future state that motivates group members to work together.

High vs. Low LPC Leaders

High LPC: Relationship-oriented (describes least favorite coworker positively).

Low LPC: Task-oriented (describes them negatively).

Directive Leadership

Used when employees have "high role ambiguity." The leader provides specific directions and schedules.

Achievement-Oriented Leadership

Used when employees have "high levels of ability and high achievement motivation." Leaders set challenging goals.

Participative Leadership

Effective when employees have "high levels of ability" and the decisions are personally relevant to them.

Leader-Member Exchange (LMX)

The theory that leaders form different relationships with different followers (In-group vs. Out-group).

Charismatic Leadership

Relies on the "Magnetic Personality." Leaders use metaphors and stories to create an emotional bond with followers.

Intellectual Stimulation

A component of Transformational Leadership where the leader challenges followers to be creative and question the status quo.

Individualized Consideration

A component of Transformational Leadership where the leader shows personal care for each follower's needs.

Moral Compass (Authentic Leadership)

The internal "true north" that guides a leader's ethical decisions, regardless of external pressure.

Active Management by Exception

A Transactional behavior where the leader proactively monitors for mistakes and corrects them immediately.

The 6 Steps of Ethical Decision-Making

1. Assess situation

2. Identify stakeholders

3. Consider alternatives

4. Consider feelings

5. Decide

6. Monitor outcomes

Self-Esteem vs. Self-Efficacy

Self-Esteem: General self-worth. Self-Efficacy: Belief in your ability to perform a specific task.

Role Ambiguity

A "neutralizer" of leadership; when an employee is confused about their job, even a great leader struggles to motivate them.

Social Awareness (EQ)

The ability to understand the emotions of others and the "vibes" of the organization.

Self-Regulation (EQ)

The ability to control impulsive moods and think before acting.

Example: Ethical Stakeholders

In Chapter 4, the "Stakeholder View" suggests leaders must consider not just shareholders, but employees, customers, and the community.

Example: The "Nucleus" Role

Using Leonard Bernstein again: Leadership is the "nucleus" because the group's activity revolves around the leader's interpretation.

Example: Mentorship Rewards

Research cited shows that protégés (those being mentored) often get faster promotions and higher salaries than those without mentors.