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21 Cards in this Set
- Front
- Back
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Dynamics of Authentic Leader
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Self-discipline, heart, purpose, values, relationships
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Purpose
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Knowing who you are and what you are doing
Passionate and deeply caring about what you do |
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Values
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Understand values and behave based on them
Do the right things even in difficult situations |
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Relational Transparency
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Open and honest in presenting true self in others
Establish connections with others and develop a sense of closeness |
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Self-discipline
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Stay focused and determined and move forward even in challenging situations
unbiased decision making behave consistently across situations |
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Heart
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Have compassion for others
Being sensitive and willing to help others |
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Three elements of authentic leaderships
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Commitment and responsibility, developmental opportunities, Feedback and Learning
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Emotional Intelligence
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“Ability to monitor one’s own and others’ feelings and emotions, to discriminate among them, and to use this information to guide one’s thinking and actions”
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Core elements in Emotional Intelligence
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Appraising & Expressing Emotions in Yourself
Appraising & Recognizing Emotions in Others Managing Your Own Emotions Responding to the Emotions of Others |
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Appraising and Expressing emotions in yourself
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Attention- observe, monitor and value
clarity/differentiation- identify, distinguish, describe Can help reduce biases Self-audits has to be real time, communicative, and reflective |
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Appraising and recognizing emotions in others
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Accuracy of detecting the emotions of others Predictability of the emotions of others
 Practice focused listening |
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Managing your own emotions
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emotional control
Resilience- being able to rapidly recover from emotions self-motivation PaRC formula (Pause, Reflect, Choose) |
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Responding to the emotions in others
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empathy-effectively respond to them
Use in other's emotions |
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What is culture?
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“A system of shared meaning (beliefs, values, and norms) held by members in an organization or country.”
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Three levels of culture
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Artifacts, values/norms, beliefs/assumptions
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Importance of culture in leadership
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influences roles that people expect from leaders, how they interact with leaders, what motivates them, ways of communicating with leaders,
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Cultural Values: four dimensions
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Individualism Vs. Collectivism
people define themselves as individuals or as part of a group Power Distance Extent to which people accept an unequal distribution of power Masculinity extent to which people value career/financial success over quality of life Uncertainty-Avoidance |
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Perception
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“a process by which individuals organize their sensory inputs in order to give meaning to their environments”
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Mental Models
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“Implicit generalizations, simplifications, or theories about the world”
Mental models can become problematic when: § Outdated: no longer match reality § Left unexamined: cannot be openly examined § Widely and/or strongly held: cannot examine alternative models |
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Prevalence of perceptual errors among leaders
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High prevalence among managers about their respective businesses and environment
unrealistic optimism |
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MBTI stuff
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