Chapter 4 Things they are not aware of or don t recognize as problem that limit their effectiveness and hinder their career success Ex being a jerk leaders who bully humiliate and emotionally abuse others particularly people in less powerful positions Blind Spots Perpetual jerks Too nice leadership Leaders who are constantly trying to please everyone can t lead They often make poor decisions because they can t tolerate even a mild degree of conflict Big Five Personality Dimensions Extroversion Degree to which a person is outgoing sociable talkative and comfortable meeting and talking to new people Agreeableness Conscientiousness Degree to which a person is able to get along with others Degree to which a person is responsible dependable persistent and achievement oriented Emotional stability Openness to experience Degree to which a person is well adjusted calm and secure Degree to which a person has a broad range of interests and is imaginative creative and willing to consider new ideas Locus of control Defines whether he or she places the primary responsibility within the self or on outside forces Internals Externals Their actions determine what happens to them Outside forces determines outcomes Values Theory X Theory Y fundamental beliefs that an individual considers to be important that are relatively stable over time and that have an impact on attitudes perception and behavior o Assumption that people are basically lazy and not motivated to work and that they have a natural tendency to avoid responsibility o Assumption that people do not inherently dislike work and will commit themselves willingly to work that they care about o Assigning an individual to a group and attributing generalizations about the group Stereotyping to the individual Halo effect 80 20 rule 10 80 10 rule o Overall impression of a person or situation based on one characteristic o 10 failures 80 moderate workers 10 Superior Hermann s Whole Brain Concept o Identifies four quadrants of the brain related to different thinking styles o Quadrant A o Quadrant B o Quadrant C o Quadrant D Logical thinking analysis of facts processing numbers Planning organization of facts detailed review Interpersonal relationships affects emotional thought process Integrating facts and patterns to see the Big Picture Chapter 5 Mental Models o Theories people hold about specific systems in the world and their expected behavior o Leaders can attain the desired outcome by arranging the key elements in the systems o Assumptions are part of a leader s mental model About events situations circumstances and people Questioning assumptions help leaders understand and shift their mental models Global mindset o Manager s ability to influence individuals organizations and systems that represent different characteristics having a big picture mindset Systems thinking most likely essay quest o ability to see the synergy of the whole rather than just the separate elements of a system and to learn to reinforce or change whole system patterns o Many people have been trained to solve problems by breaking a complex system into discrete parts and working to make each part perform as well as possible However the success of each piece does not add up to the success of the whole o Enables leaders to Look for patterns of movement over time Focus on the factors that accomplish the performance of the whole o The first thing to think about as a leader is Yourself Circles of Causality o describe that every event or happening in a system is a cause and an effect to every action there is a reaction to which there is a reaction o The understanding that every action causes a reaction forms the basis of Systems Thinking The important thing to distinguish though is that the reactions of an action are not immediately obvious It can be subtle Over time these subtle reactions can cause very obvious negative or positive results Personal Mastery Discipline of mastering oneself conquering the demons inside yourself Qualities Clarity of mind Committing to the truth of the current reality Clarity of objectives Focusing on the end result Organizing to achieve objectives Bridging the disparity between current reality and the vision of a better future Emotional Intelligence emotions in self and others relationships Refers to a person s abilities to perceive identify understand and successfully manage Being emotionally intelligent means being able to effectively manage ourselves and our Leaders who score high in EQ are typically more effective and rated as more effective by peers and subordinates Leader s emotional state influences the team department or organization Leaders should Tune in to the emotional state of others Bring negative emotions to the surface Encourage people to explore and use positive emotion in work Leaders need a high degree of emotional intelligence to Regulate their emotions Motivate others Fear in Organizations Failure of Failure Change Personal Loss the Boss being judged Drawback of using Fear Creates avoidance behavior Weakens trust and communication Employees feel threatened by repercussions of speaking about work related concerns Fear of Losing a Job Bringing Love to Work Binds people through positive forces for a shared purpose Attracts people to take risks learn grow and move the organization forward Love should be translated to behavior to make it a real force Feeling of being valued on the job Chapter 6 Immoral Leader o Going against the law o Not always bad Ex MLK Ethical Climate in Business Leaders face pressures that challenge their ability to do the right thing Obstacles for leaders Personal weakness and self interest Pressures to Cut costs and increase profits Meet the demands of vendors or business partners and look successful Please shareholders How Leaders Set Ethical Tone Act as positive role models Signal what matters by their behavior Focus on employees customers and the greater good Not paying attention to gaining benefits themselves Honest with employees partners customers vendors and shareholders Moral leadership Strive for fairness and honor agreements Share the credit for successes and accept the blame when things go wrong Speak up against acts they believe are wrong Distinguishing right from wrong and doing right Seeking the just honest and good in the practice of leadership Acting Like a Moral Leader When leaders forget that business is about values and not just economic performance organizations and the broader society are