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34 Cards in this Set
- Front
- Back
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Worst Myths about leadership
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- leaders are born, not made
- good leadership is common sense - school of hard knocks |
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Key things leaders do
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- manage time effectively
- make commitments - empower and praise - take care of his people - lead by example |
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Helpful Leadership Traits
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- drive
- intelligence - leadership motivation - honesty and integrity - self-confidence |
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Unhelpful Leadership Traits
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- argumentativeness
- insensitivity - narcissism - fear of failure - perfectionism - impulsivity |
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Innate egocentrism
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"Its true because I believe it"
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Innate Sociocentrism
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"Its true because we believe it"
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Innate Wish Fulfillment
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"Its true because I want to believe it"
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Innate self-validation
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"Its true because I have always believed it"
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Innate selfishness
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"Its true because it benefits me to believe it"
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Critical thinking does:
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- raises vital questions
- assesses relevant information - well-reasoned conclusions - open-minded - communicates effectively |
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Strength
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consistent, near perfect performance
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Talent
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natural goodness
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Knowledge
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education and experience
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Skills
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developed through practice
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Extroversion-Introversion (E-I)
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preference for focusing attention on, and drawing energy from, the outer world of people and things (Extroversion) versus the inner world of ideas and impressions (Introversion)
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Sensing-Intuition (S-N)
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preference for gathering data directly through the senses as facts, details and precedents (Sensing) versus indirectly as relationships, patterns, and possibilities (Intuition)
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Thinking- Feeling (T-F)
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preference for deciding via objective, impersonal logic (Thinking) versus subjective, person-centered values (Feeling)
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Judging-Perceiving (J-P)
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outward preference for having things planned and organized (Judging) versus a flexible style based more on staying open to options than deciding (Perceiving)
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E or I
S or N T or F J or P |
- Energy Attitude
- Perception Function - Judgment Function - Orientation to outer world |
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What are values?
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(a) concepts or beliefs, (b) about desirable end states or behaviors, (c) that transcend specific situations, (d) guide selection or evaluation of behavior and events, and (e) are ordered by relative importance
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Sources of Values
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parents, environment, friends, surroundings, upbringing
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Value Development Level:
Accepting (Prizing) |
ascribing worth to something; cherishing it; willing to publicly affirm it (External/Reactor: 0-8)
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Value Development Level:
Preference (Choosing) |
pursuing a value on one's own; freely choosing from alternatives after considering consequences (Shifting: 8-16)
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Value Development Level:
Commitment (Acting) |
willing to act and take a stand on one's values; acting with consistency and repetition (Crystallized: 16-23)
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Need Cycle
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Need -> Drive -> Actions -> Satisfaction
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Maslow's Need Hierarchy
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Self-actualization (H)
Esteem (H) Social, belonging, and love (H) Safety (L) Physiological (L) |
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Physiological needs
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bodily needs
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Safety Needs
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physical safety
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Social Needs
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love or belonging needs
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Esteem needs
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demand to be seen as a person of worth
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Self-actualizing needs
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self-fulfillment and personal development
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SMART Goals
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Specific
Measurable Attainable Results Oriented Time Bound |
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Performance Goal
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based on performance and outcomes
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Learning Goal
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based on knowledge or skill acquisition
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