Grounded theory is a widely used systematic methodology for qualitative research. It involves the construction of hypotheses and theories through data collection and analysis. Grounded theory involves the use of inductive reasoning. The methodology differs from the hypothetical-deductive model used in traditional scientific research.
The Leadership Athlete: Leveraging Emotional Intelligence to Win in BusinessCareerminds
Emphasize the business case for Executive Emotional Intelligence (EEI)
Provide an overview of a business focused framework of EEI
Demonstrate the difference between a Reaction and a Strategic Response
Offer 3 Simple Strategies
1
Running head: QUESTIONNAIRE
2
QUESTIONNAIRE
Nirali Makwana
Polk State College
Homework Assignment- 5
Dr. Paul Howe
February 9,2020
1. The term bureaucratic has a pejorative connotation to most people. Can you think of any positive aspects of a bureaucracy?
The positive aspect of bureaucracy makes it effective in organizing. Promoters for administration have positive perspectives progression on having in an association. They state that since there is a levels of leadership, there will be explicit jobs and undertakings for individuals associated with the offices. This way Supporters for administration have positive perspectives on having pecking order in an association. They state that since there is a level of leadership, there will be explicit jobs and assignments for individuals associated with the divisions.
2. Think of a crisis situation you are familiar with involving a group, team, organization, or country, and analyze it in terms of the leader–follower–situation framework. For example, were the followers looking for a certain kind of behavior from the leader? Did the situation demand it? Did the situation, in fact, contribute to a particular leader’s emergence?
In an organization a there was an introduction to a new management system where employees will be vetted on during their three month appraisal. None of the employees had gone through the performance improvement training they looked into their leader to initiate the conversation with the management in regards to creating awareness to the system .The team looked to the leader to speak up for them as this was one of his leadership quality and skills required.
3. Can you identify reward systems that affect the level of effort students are likely to put forth in team or group projects? Should these reward systems be different than those for individual effort projects?
A reward system that effect the level of effort group projects is ensuring that there is a price to be won, students perform effectively when they are aware of the rewards that come with the performance they deliver on their group project. This will promote team work among students pushing them to deliver their best work as well as the recognition that comes with winning.
Mini case
4. Discuss the three input components of the Congruence Model as they apply to the success of IKEA.
The Congruence Model recommends that so as to completely comprehend an association's presentation, you should initially comprehend the association as a framework that comprises of some fundamental components.
Environment all elements, including foundations, gatherings, people, occasions, and so forth. Outside of the limits of the association being examined, however potentially affecting that association. Then again, comprises of everything without exception that is happening outside of the association.
Resources: Anything the association can use to its advantage, including HR, innovation, capital, data, and so on. J ...
This document provides an introduction and overview of management handouts that are intended to help professionals, students, staff, and others become better managers. It discusses that management principles can be applied in many spheres of life, not just the office. The handouts will cover topics like behavior and communication, SWOT analysis, goal setting, dealing with subordinates and motivation, success/time/failure management, moral lessons from leaders, project management techniques, and other principles of management illustrated through examples. The document emphasizes that understanding oneself and one's staff is key to effective management and motivation. It provides tips for staff motivation, including knowing yourself and your people, matching jobs to capabilities, effective communication, onboarding new recruits, attention to one's staff
The document describes the personalities and responsibilities of several members of a project team at Hilal Banking Group. It identifies Sara as an ISTJ personality type who relies on facts and logic with great attention to detail. Her past work estimates have been accurate. Maria is described as an INTJ who is aloof and likes analyzing problems. Ali is an ENFP who enjoys variety and jumps between tasks. Abdul is an ESFJ who is outgoing, people-oriented and process-focused. Omer is an ESFP who is a strong team player and allows everyone to participate.
Ms. Sample received an EQ-i 2.0 Leadership Report which assesses her emotional intelligence (EI) and compares it to top leaders. Her highest EI subscales were Problem Solving, Emotional Expression, and Assertiveness, indicating strengths in objectivity, authentic expression of emotions, and communicating beliefs assertively. Her lowest subscales were Empathy, Optimism, and Interpersonal Relationships, suggesting areas for development like understanding others' perspectives and maintaining positive relationships. The report provides strategies for leveraging her strengths and improving weaker areas to enhance her leadership skills in competencies like authenticity, coaching, insight, and innovation.
This document discusses organizational behavior and diversity in organizations. It covers topics like attitudes, personality, job satisfaction, and their determinants. Some key points include:
- Attitudes are evaluative statements that can be favorable or unfavorable and reflect how people feel. They have cognitive, affective, and behavioral components.
- Personality and individual factors like age, gender, religion, marital status and tenure can influence job performance, satisfaction, and turnover. Ability both intellectual and physical also impacts work.
- Job satisfaction, involvement, and organizational commitment are types of attitudes that affect productivity and behavior at work.
"The higher up in the organization you get, the less likely you\'ll receive constructive feedback on your ideas, performance, or strategy. No one wants to offend the boss, right? But without input, your development will suffer, you may become isolated, and you\'re likely to miss out on hearing some great ideas. So, what can you do to get people to tell you what you may not want to hear?" - Amy Gallo
How to Avoid Career Blindspots - 6 Things to Remember | Provided by Lee Ellis...Leading with Honor
This presentation is frequently asked question to author, keynote speaker, leadership consultant, and former Vietnam POW, Lee Ellis -
Question: “Sometimes, what you don't see, know, or do can hurt you in the workplace and hamper your career prospects. What are some ‘career blindspots’ that can potentially lead to blindsiding and career injuries?”
The Leadership Athlete: Leveraging Emotional Intelligence to Win in BusinessCareerminds
Emphasize the business case for Executive Emotional Intelligence (EEI)
Provide an overview of a business focused framework of EEI
Demonstrate the difference between a Reaction and a Strategic Response
Offer 3 Simple Strategies
1
Running head: QUESTIONNAIRE
2
QUESTIONNAIRE
Nirali Makwana
Polk State College
Homework Assignment- 5
Dr. Paul Howe
February 9,2020
1. The term bureaucratic has a pejorative connotation to most people. Can you think of any positive aspects of a bureaucracy?
The positive aspect of bureaucracy makes it effective in organizing. Promoters for administration have positive perspectives progression on having in an association. They state that since there is a levels of leadership, there will be explicit jobs and undertakings for individuals associated with the offices. This way Supporters for administration have positive perspectives on having pecking order in an association. They state that since there is a level of leadership, there will be explicit jobs and assignments for individuals associated with the divisions.
2. Think of a crisis situation you are familiar with involving a group, team, organization, or country, and analyze it in terms of the leader–follower–situation framework. For example, were the followers looking for a certain kind of behavior from the leader? Did the situation demand it? Did the situation, in fact, contribute to a particular leader’s emergence?
In an organization a there was an introduction to a new management system where employees will be vetted on during their three month appraisal. None of the employees had gone through the performance improvement training they looked into their leader to initiate the conversation with the management in regards to creating awareness to the system .The team looked to the leader to speak up for them as this was one of his leadership quality and skills required.
3. Can you identify reward systems that affect the level of effort students are likely to put forth in team or group projects? Should these reward systems be different than those for individual effort projects?
A reward system that effect the level of effort group projects is ensuring that there is a price to be won, students perform effectively when they are aware of the rewards that come with the performance they deliver on their group project. This will promote team work among students pushing them to deliver their best work as well as the recognition that comes with winning.
Mini case
4. Discuss the three input components of the Congruence Model as they apply to the success of IKEA.
The Congruence Model recommends that so as to completely comprehend an association's presentation, you should initially comprehend the association as a framework that comprises of some fundamental components.
Environment all elements, including foundations, gatherings, people, occasions, and so forth. Outside of the limits of the association being examined, however potentially affecting that association. Then again, comprises of everything without exception that is happening outside of the association.
Resources: Anything the association can use to its advantage, including HR, innovation, capital, data, and so on. J ...
This document provides an introduction and overview of management handouts that are intended to help professionals, students, staff, and others become better managers. It discusses that management principles can be applied in many spheres of life, not just the office. The handouts will cover topics like behavior and communication, SWOT analysis, goal setting, dealing with subordinates and motivation, success/time/failure management, moral lessons from leaders, project management techniques, and other principles of management illustrated through examples. The document emphasizes that understanding oneself and one's staff is key to effective management and motivation. It provides tips for staff motivation, including knowing yourself and your people, matching jobs to capabilities, effective communication, onboarding new recruits, attention to one's staff
The document describes the personalities and responsibilities of several members of a project team at Hilal Banking Group. It identifies Sara as an ISTJ personality type who relies on facts and logic with great attention to detail. Her past work estimates have been accurate. Maria is described as an INTJ who is aloof and likes analyzing problems. Ali is an ENFP who enjoys variety and jumps between tasks. Abdul is an ESFJ who is outgoing, people-oriented and process-focused. Omer is an ESFP who is a strong team player and allows everyone to participate.
Ms. Sample received an EQ-i 2.0 Leadership Report which assesses her emotional intelligence (EI) and compares it to top leaders. Her highest EI subscales were Problem Solving, Emotional Expression, and Assertiveness, indicating strengths in objectivity, authentic expression of emotions, and communicating beliefs assertively. Her lowest subscales were Empathy, Optimism, and Interpersonal Relationships, suggesting areas for development like understanding others' perspectives and maintaining positive relationships. The report provides strategies for leveraging her strengths and improving weaker areas to enhance her leadership skills in competencies like authenticity, coaching, insight, and innovation.
This document discusses organizational behavior and diversity in organizations. It covers topics like attitudes, personality, job satisfaction, and their determinants. Some key points include:
- Attitudes are evaluative statements that can be favorable or unfavorable and reflect how people feel. They have cognitive, affective, and behavioral components.
- Personality and individual factors like age, gender, religion, marital status and tenure can influence job performance, satisfaction, and turnover. Ability both intellectual and physical also impacts work.
- Job satisfaction, involvement, and organizational commitment are types of attitudes that affect productivity and behavior at work.
"The higher up in the organization you get, the less likely you\'ll receive constructive feedback on your ideas, performance, or strategy. No one wants to offend the boss, right? But without input, your development will suffer, you may become isolated, and you\'re likely to miss out on hearing some great ideas. So, what can you do to get people to tell you what you may not want to hear?" - Amy Gallo
How to Avoid Career Blindspots - 6 Things to Remember | Provided by Lee Ellis...Leading with Honor
This presentation is frequently asked question to author, keynote speaker, leadership consultant, and former Vietnam POW, Lee Ellis -
Question: “Sometimes, what you don't see, know, or do can hurt you in the workplace and hamper your career prospects. What are some ‘career blindspots’ that can potentially lead to blindsiding and career injuries?”
Your LSI Styles ProfileThe raw and percentile scores in the tabl.docxdanielfoster65629
Your LSI Styles Profile
The raw and percentile scores in the table below and the extensions on the circumplex shown below depict your perceptions of how you think and behave.
The CONSTRUCTIVE Styles (11, 12, 1, and 2 o'clock positions) reflect self-enhancing thinking and behavior that contribute to one's level of satisfaction, ability to develop healthy relationships and work effectively with people, and proficiency at accomplishing tasks.
The PASSIVE/DEFENSIVE Styles (3, 4, 5, and 6 o'clock positions) represent self-protecting thinking and behavior that promote the fulfillment of security needs through interaction with people.
The AGGRESSIVE/DEFENSIVE Styles (7, 8, 9, and 10 o'clock positions) describe self-promoting thinking and behavior used to maintain status/position and fulfill security needs through task-related activities.
Position
Style
Score
Percentile
1
Humanistic-Encouraging
23
14
2
Affiliative
29
46
3
Approval
22
88
4
Conventional
21
87
5
Dependent
24
91
6
Avoidance
23
99
7
Oppositional
13
81
8
Power
20
93
9
Competitive
20
84
10
Perfectionistic
19
44
11
Achievement
23
21
12
Self-Actualizing
20
21
The raw scores potentially range from 0 to 40. The percentile scores represent your results compared to those of 9,207 individuals who previously completed the Life Styles Inventory. For example, a percentile score of 75 means that you scored higher along a particular position than 75% of the other respondents in the sample and, in turn, indicates that the style represented by that position is strongly descriptive of you. In contrast, a score of 25 means that you scored higher than only about 25% of the other respondents and therefore indicates that the style represented by that position is not very descriptive of you.Your LSI Styles Circumplex
For detailed descriptions of each of these 12 styles,click on the circumplex graphic in each of the 12 sections.
Examining your Circumplex
To accurately interpret your LSI results, it is important for you to consider your score on each style in terms of its range (high, medium, or low) on the profile. The three ranges correspond to the percentile points in the circumplex and in the table above.
Life Styles Inventory (LSI)
SAJJATREE TRIPITAK
[email protected]
MGMT 591: Leadership and Organizational Behavior
Professor Frank Readus
01/18/2015
Personal Thinking Styles
The LSI chart shows that my primary thinking style is avoidance (raw 25, 99%) and
dependent (raw 32, 99%). People inavoidance style usually like to avoid making
decisions and leave them to others. The commitment would be their difficulty in
management and leadership. I kind of agree with that because I do pay most
attentions to my own concerns and most likely ignore others; however, I disagree
with that it is difficult to forgive myself after making mistakes because mistakes don’t take me down for a long time and I would like to do whatever it needs to correct the issues. Other than avoid.
Ready, Aim, Coach: How HR Can (and Should) Coach Managers on Problem Employee...Kip Michael Kelly
Problem employees are the bane of everyone’s existence in an organization. They cause productivity to plummet and damage morale. Because few people enjoy conflict, managers often go to extremes to avoid addressing the problem behavior. It seems inevitable that it winds up in the HR department. Unfortunately, by the time it does, the damage has already been done and the clean-up can take months. This white paper will show HR and talent managers how to use coaching skills to help managers handle problem employee behavior and reduce the workplace costs associated with problem employees.
InstructionsThis assignment will be checked using anti-plagia.docxdirkrplav
Instructions:
This assignment will be checked using anti-plagiarism software and returned to your instructor with an originality report.
After Completion of Lab 2, Students Must complete a one page paper on a topic of their choice from the material covered in Lab 2.
It should include your name and a topic title.
It should be 1 page, 12 pt font, double spaced.
References (with whatever format you are comfortable using)should be included at the end of your paper.
This assignment is due by the Sunday, 15 November, at 11:55pm MST. (Students with Makeup Lab approval will complete the assignment after Makeup Lab).
Please attach using one of the following formats (.doc .pdf or .txt)
Turn the paper into the "Exams, Lab Reports and Research Paper" Link For Lab 1 Report.
Grading Criteria:
Lab Report Must be at least one page. (-5 for shortness of submission).
Additional page with References (use reference format you are familiar using) (-5 for no references).
Lab Report must explain how topic is discovered, developed, and applied....not a restatement of the Lab Activity. (-5 for explaining the Lab Activity).
Turn in your Report on time. (- 5 points deducted per week for late submissions!!! )
Choose ONE of the following topics:
-Light Box II: Color.
-Rainbow.
-Blue Sky.
-Interference.
-Polarizers.
-Ultraviolet Light.
-Infrared Light. (IR).
-Computer Optical Microscope.
-X-ray Fluorescence.
-Scanning Electron Microscopy.
-Optical Microscopy.
“When you’re a Spy, your job title can be anything, from Manager to Waiter, even criminal. The reason for the multitude of names? As a Spy, your job is to gather information from a range of sources, and you need to do it in any way you can. That includes putting on a disguise.
There are a few different paths that you can take to get into this career, and you can focus on a range of specialties, from technical to languages. The title “Spy” isn’t really used anymore. Instead, you’re now called a Covert Investigator or, more broadly, a CIA Agent. Whatever the title, it means you investigate and protect US interests abroad.
You investigate things like terrorism, fraud, corrupt governments, and a wide variety of other crimes. Your job is to keep Policymakers and the President of the United States aware and informed on the happenings around the world.
You can find the information you need in a lot of different ways. You might get to go undercover and pretend to be a different person, but for the most part, your job is much more routine. You carry out interviews with informants and allied Agents, analyze data, and read through research. You look for possible international problems, such as civil unrest, war, famine—anything that can cause problems for the United States.
This job involves a lot of collaboration and communication. You work with other Agents, international police forces, or informants. The informants you work with are usually average people, so the ability to speak their language is a big plus.”.
This document provides a summary of an AMCAT assessment report for an individual. The report includes summaries of the individual's AMCAT scores, personality assessment results, job fit analysis, and recommendations for improving skills. Key sections summarized are the individual's scores on modules like English comprehension, logical reasoning and financial accounting. It also analyzes their personality traits like extraversion, conscientiousness and emotional stability. Further, it evaluates their fit for roles like marketing, administration and teaching, identifying skills to improve for different roles. Finally, it provides a study plan and resources to aid skill development.
This document provides an overview of a soft skills training series focused on developing employability skills. The series will cover 5 lessons: interpersonal skills, problem solving, listening skills, public speaking, and business etiquette. Soft skills are defined as a combination of personality traits and habits that allow people to work well with others. Problem solving and listening skills will be the focus of two of the lessons. Problem solving techniques like Pareto charts, 5 whys, and fishbone diagrams are introduced. Active listening skills like paraphrasing and nonverbal cues will also be covered. The goal is for participants to improve their soft skills and be better prepared for career success.
Ms. Sample's emotional intelligence was assessed using the EQ-i 2.0. The report provides insights into her strengths and areas for development in relation to four key dimensions of leadership: authenticity, coaching, insight, and innovation. Her overall emotional intelligence score was above average and within the range of top leaders. Specifically, her problem solving, emotional expression, and assertiveness skills were strengths that align with exemplary leadership. Her empathy, optimism, and interpersonal relationship skills were slightly above average but did not quite reach the level of top leaders. The report provides strategies for further developing these areas.
This document provides an executive personality profile assessment for an individual based on their responses to the KYKO assessment. The assessment finds that the individual has a fairly dynamic personality type with a moderate need for order and risk-taking. They score highly on needs for achievement, power and social interaction. The profile provides insights into their traits, strengths, and preferences for decision-making, relationships, and teamwork to help understand how they may perform in an executive role. The assessment is intended to help with tasks like executive selection, training, and placement.
Okhi BaileyStrengths Insight and Action-PlanningGuideS.docxamit657720
This document provides Okhi Bailey with the results of their CliftonStrengths assessment, identifying their top 5 themes: Restorative, Individualization, Analytical, Self-Assurance, and Significance. For each theme, it provides a shared theme description, personalized strengths insights specific to Okhi, and questions to increase their awareness of how to apply their talents. It then offers ideas for action and application of each theme, as well as steps for Okhi to leverage their talents for achievement. The document is intended to help Okhi understand their unique strengths and provide guidance on how to apply this understanding to add value in their role and organization.
Please be detailed.1. What would the negative impact of having a l.pdffashiongallery1
Other things equal, the supply of labor will be higher to a job that Oa, is less prestigious.
b.provides little on-the-job training. c. is more difficult to perform. e. offers fewer nonmonetary
rewards. saving
Solution
Option D. Provides a climate-controlled work environment.
Explanation: When everything else is constant, a job providing a more favorable attribute (like
climate controlled work environment) will be preferred by laborers than other jobs..
This article discusses soft skills, which are personal attributes that enhance interactions and job performance. Some key soft skills include interpersonal skills, teamwork, social grace, negotiation skills, and time management. Soft skills are increasingly important to employers and can determine professional success more than hard technical skills alone. The article provides suggestions for improving soft skills, such as self-evaluation, accepting feedback, effective communication, and focusing on collaboration. It emphasizes that soft skills training is essential, as these skills are not fully addressed in academic curricula.
The document discusses key factors for organizational success, including effective leadership, a clear mission and goals, strong communication, and focusing on talent and people. It emphasizes creating trust and a positive work environment. Other topics covered include understanding and managing risk, avoiding complacency through training, and maintaining an optimistic mindset.
Lesson 2 personality, attitude & work behaviorMarites Teope
This chapter discusses how personality, attitudes, and work behaviors affect how managers plan, organize, lead and control (P-O-L-C). It explains that individuals have different personalities and values that influence their work behaviors. The chapter focuses on the Big Five personality traits of openness, conscientiousness, extraversion, agreeableness, and neuroticism. It describes how each trait relates to work behaviors and performance. The chapter also discusses other personality dimensions like self-monitoring and proactive personality that impact work.
The document summarizes a case study on Mintzberg's managerial roles about a manager named Mr. Ali Haider. It describes his background, career history managing multiple family businesses, and future plans. It then analyzes the 10 managerial roles identified by Mintzberg in how they apply to Mr. Haider's management approach. The roles are categorized into interpersonal, informational, and decisional. The document concludes with the group's observations on shadowing Mr. Haider and getting insights into his ambitious yet philanthropic approach to education management.
Mr. Siddique has various intellectual, physical, and other abilities that help him succeed professionally and socially. His intellectual abilities like verbal comprehension, inductive reasoning, and memory aid his work as an accountant and lecturer. Physical abilities such as dynamic strength and stamina support his job duties. Socially, abilities including verbal comprehension, perceptual speed, and inductive reasoning make him acceptable. Abilities in areas like perceptual speed, inductive reasoning, and various physical abilities assist his hobbies of travel, golf, and tennis. Maintaining a high standard of living requires effective time management and use of multiple capacities.
The document discusses the five levels of leadership. Level one is leadership from position, where people follow due to one's job title and authority. Level two is leadership by permission, where people follow due to respect and trust. Level three is leadership by production, where people follow due to what one has done for the organization. Level four is leadership by people development, where people follow due to what one has done for them personally and professionally. Level five is leadership by personhood, where people follow due to who one is and what one represents.
This document captures the expectations of boss, and his hotspots, what would make him angry! Delivering the expectations or more is the key to be successful professional! 6E's Energy, Energizing, Execution, Edge, Etiquettes and ethics are important in all, not just the execution! Team is important to the relationship!
Though the document talks more of me, its applicable to all! Wishing you all the best!
Are You a Codependent Leader? Stop Creating Dysfunctional Relationships with ...Caliber Leadership Systems
Codependent leaders can be very successful at achieving their business objectives, but not their full potential. While they work steadily to achieve their goals and those of the business, part of their attention and energy is going into caretaking, supporting or compensating for employees inadequacies. While it may not look like it, these leaders make people decisions based on their emotions and are easily thrown off course by those of their employee’s, creating business and team problems as a result.
Part 2 Emotional Intelligence For Managers 653aditimainkar
The document discusses the importance of emotional intelligence (EQ) in various contexts. It states that EQ is the distinguishing factor that determines how people respond to challenges in life and relationships. It also discusses how EQ benefits include personal motivation, empathy, social skills, and influencing others. The document argues that EQ is important for teamwork, leadership, and creating a positive workplace culture where employees are motivated and retained.
The document provides an overview of the Dynamic Communication seminar which teaches behavioral styles using the DISC model. It describes the four factors of DISC - Dominance, Influence, Steadiness, Compliance - and how understanding one's own style and adapting to others' styles improves communication, understanding, and relationships. Case studies are presented to have participants practice recognizing styles based on behaviors and preferences described.
Your LSI Styles ProfileThe raw and percentile scores in the tabl.docxdanielfoster65629
Your LSI Styles Profile
The raw and percentile scores in the table below and the extensions on the circumplex shown below depict your perceptions of how you think and behave.
The CONSTRUCTIVE Styles (11, 12, 1, and 2 o'clock positions) reflect self-enhancing thinking and behavior that contribute to one's level of satisfaction, ability to develop healthy relationships and work effectively with people, and proficiency at accomplishing tasks.
The PASSIVE/DEFENSIVE Styles (3, 4, 5, and 6 o'clock positions) represent self-protecting thinking and behavior that promote the fulfillment of security needs through interaction with people.
The AGGRESSIVE/DEFENSIVE Styles (7, 8, 9, and 10 o'clock positions) describe self-promoting thinking and behavior used to maintain status/position and fulfill security needs through task-related activities.
Position
Style
Score
Percentile
1
Humanistic-Encouraging
23
14
2
Affiliative
29
46
3
Approval
22
88
4
Conventional
21
87
5
Dependent
24
91
6
Avoidance
23
99
7
Oppositional
13
81
8
Power
20
93
9
Competitive
20
84
10
Perfectionistic
19
44
11
Achievement
23
21
12
Self-Actualizing
20
21
The raw scores potentially range from 0 to 40. The percentile scores represent your results compared to those of 9,207 individuals who previously completed the Life Styles Inventory. For example, a percentile score of 75 means that you scored higher along a particular position than 75% of the other respondents in the sample and, in turn, indicates that the style represented by that position is strongly descriptive of you. In contrast, a score of 25 means that you scored higher than only about 25% of the other respondents and therefore indicates that the style represented by that position is not very descriptive of you.Your LSI Styles Circumplex
For detailed descriptions of each of these 12 styles,click on the circumplex graphic in each of the 12 sections.
Examining your Circumplex
To accurately interpret your LSI results, it is important for you to consider your score on each style in terms of its range (high, medium, or low) on the profile. The three ranges correspond to the percentile points in the circumplex and in the table above.
Life Styles Inventory (LSI)
SAJJATREE TRIPITAK
[email protected]
MGMT 591: Leadership and Organizational Behavior
Professor Frank Readus
01/18/2015
Personal Thinking Styles
The LSI chart shows that my primary thinking style is avoidance (raw 25, 99%) and
dependent (raw 32, 99%). People inavoidance style usually like to avoid making
decisions and leave them to others. The commitment would be their difficulty in
management and leadership. I kind of agree with that because I do pay most
attentions to my own concerns and most likely ignore others; however, I disagree
with that it is difficult to forgive myself after making mistakes because mistakes don’t take me down for a long time and I would like to do whatever it needs to correct the issues. Other than avoid.
Ready, Aim, Coach: How HR Can (and Should) Coach Managers on Problem Employee...Kip Michael Kelly
Problem employees are the bane of everyone’s existence in an organization. They cause productivity to plummet and damage morale. Because few people enjoy conflict, managers often go to extremes to avoid addressing the problem behavior. It seems inevitable that it winds up in the HR department. Unfortunately, by the time it does, the damage has already been done and the clean-up can take months. This white paper will show HR and talent managers how to use coaching skills to help managers handle problem employee behavior and reduce the workplace costs associated with problem employees.
InstructionsThis assignment will be checked using anti-plagia.docxdirkrplav
Instructions:
This assignment will be checked using anti-plagiarism software and returned to your instructor with an originality report.
After Completion of Lab 2, Students Must complete a one page paper on a topic of their choice from the material covered in Lab 2.
It should include your name and a topic title.
It should be 1 page, 12 pt font, double spaced.
References (with whatever format you are comfortable using)should be included at the end of your paper.
This assignment is due by the Sunday, 15 November, at 11:55pm MST. (Students with Makeup Lab approval will complete the assignment after Makeup Lab).
Please attach using one of the following formats (.doc .pdf or .txt)
Turn the paper into the "Exams, Lab Reports and Research Paper" Link For Lab 1 Report.
Grading Criteria:
Lab Report Must be at least one page. (-5 for shortness of submission).
Additional page with References (use reference format you are familiar using) (-5 for no references).
Lab Report must explain how topic is discovered, developed, and applied....not a restatement of the Lab Activity. (-5 for explaining the Lab Activity).
Turn in your Report on time. (- 5 points deducted per week for late submissions!!! )
Choose ONE of the following topics:
-Light Box II: Color.
-Rainbow.
-Blue Sky.
-Interference.
-Polarizers.
-Ultraviolet Light.
-Infrared Light. (IR).
-Computer Optical Microscope.
-X-ray Fluorescence.
-Scanning Electron Microscopy.
-Optical Microscopy.
“When you’re a Spy, your job title can be anything, from Manager to Waiter, even criminal. The reason for the multitude of names? As a Spy, your job is to gather information from a range of sources, and you need to do it in any way you can. That includes putting on a disguise.
There are a few different paths that you can take to get into this career, and you can focus on a range of specialties, from technical to languages. The title “Spy” isn’t really used anymore. Instead, you’re now called a Covert Investigator or, more broadly, a CIA Agent. Whatever the title, it means you investigate and protect US interests abroad.
You investigate things like terrorism, fraud, corrupt governments, and a wide variety of other crimes. Your job is to keep Policymakers and the President of the United States aware and informed on the happenings around the world.
You can find the information you need in a lot of different ways. You might get to go undercover and pretend to be a different person, but for the most part, your job is much more routine. You carry out interviews with informants and allied Agents, analyze data, and read through research. You look for possible international problems, such as civil unrest, war, famine—anything that can cause problems for the United States.
This job involves a lot of collaboration and communication. You work with other Agents, international police forces, or informants. The informants you work with are usually average people, so the ability to speak their language is a big plus.”.
This document provides a summary of an AMCAT assessment report for an individual. The report includes summaries of the individual's AMCAT scores, personality assessment results, job fit analysis, and recommendations for improving skills. Key sections summarized are the individual's scores on modules like English comprehension, logical reasoning and financial accounting. It also analyzes their personality traits like extraversion, conscientiousness and emotional stability. Further, it evaluates their fit for roles like marketing, administration and teaching, identifying skills to improve for different roles. Finally, it provides a study plan and resources to aid skill development.
This document provides an overview of a soft skills training series focused on developing employability skills. The series will cover 5 lessons: interpersonal skills, problem solving, listening skills, public speaking, and business etiquette. Soft skills are defined as a combination of personality traits and habits that allow people to work well with others. Problem solving and listening skills will be the focus of two of the lessons. Problem solving techniques like Pareto charts, 5 whys, and fishbone diagrams are introduced. Active listening skills like paraphrasing and nonverbal cues will also be covered. The goal is for participants to improve their soft skills and be better prepared for career success.
Ms. Sample's emotional intelligence was assessed using the EQ-i 2.0. The report provides insights into her strengths and areas for development in relation to four key dimensions of leadership: authenticity, coaching, insight, and innovation. Her overall emotional intelligence score was above average and within the range of top leaders. Specifically, her problem solving, emotional expression, and assertiveness skills were strengths that align with exemplary leadership. Her empathy, optimism, and interpersonal relationship skills were slightly above average but did not quite reach the level of top leaders. The report provides strategies for further developing these areas.
This document provides an executive personality profile assessment for an individual based on their responses to the KYKO assessment. The assessment finds that the individual has a fairly dynamic personality type with a moderate need for order and risk-taking. They score highly on needs for achievement, power and social interaction. The profile provides insights into their traits, strengths, and preferences for decision-making, relationships, and teamwork to help understand how they may perform in an executive role. The assessment is intended to help with tasks like executive selection, training, and placement.
Okhi BaileyStrengths Insight and Action-PlanningGuideS.docxamit657720
This document provides Okhi Bailey with the results of their CliftonStrengths assessment, identifying their top 5 themes: Restorative, Individualization, Analytical, Self-Assurance, and Significance. For each theme, it provides a shared theme description, personalized strengths insights specific to Okhi, and questions to increase their awareness of how to apply their talents. It then offers ideas for action and application of each theme, as well as steps for Okhi to leverage their talents for achievement. The document is intended to help Okhi understand their unique strengths and provide guidance on how to apply this understanding to add value in their role and organization.
Please be detailed.1. What would the negative impact of having a l.pdffashiongallery1
Other things equal, the supply of labor will be higher to a job that Oa, is less prestigious.
b.provides little on-the-job training. c. is more difficult to perform. e. offers fewer nonmonetary
rewards. saving
Solution
Option D. Provides a climate-controlled work environment.
Explanation: When everything else is constant, a job providing a more favorable attribute (like
climate controlled work environment) will be preferred by laborers than other jobs..
This article discusses soft skills, which are personal attributes that enhance interactions and job performance. Some key soft skills include interpersonal skills, teamwork, social grace, negotiation skills, and time management. Soft skills are increasingly important to employers and can determine professional success more than hard technical skills alone. The article provides suggestions for improving soft skills, such as self-evaluation, accepting feedback, effective communication, and focusing on collaboration. It emphasizes that soft skills training is essential, as these skills are not fully addressed in academic curricula.
The document discusses key factors for organizational success, including effective leadership, a clear mission and goals, strong communication, and focusing on talent and people. It emphasizes creating trust and a positive work environment. Other topics covered include understanding and managing risk, avoiding complacency through training, and maintaining an optimistic mindset.
Lesson 2 personality, attitude & work behaviorMarites Teope
This chapter discusses how personality, attitudes, and work behaviors affect how managers plan, organize, lead and control (P-O-L-C). It explains that individuals have different personalities and values that influence their work behaviors. The chapter focuses on the Big Five personality traits of openness, conscientiousness, extraversion, agreeableness, and neuroticism. It describes how each trait relates to work behaviors and performance. The chapter also discusses other personality dimensions like self-monitoring and proactive personality that impact work.
The document summarizes a case study on Mintzberg's managerial roles about a manager named Mr. Ali Haider. It describes his background, career history managing multiple family businesses, and future plans. It then analyzes the 10 managerial roles identified by Mintzberg in how they apply to Mr. Haider's management approach. The roles are categorized into interpersonal, informational, and decisional. The document concludes with the group's observations on shadowing Mr. Haider and getting insights into his ambitious yet philanthropic approach to education management.
Mr. Siddique has various intellectual, physical, and other abilities that help him succeed professionally and socially. His intellectual abilities like verbal comprehension, inductive reasoning, and memory aid his work as an accountant and lecturer. Physical abilities such as dynamic strength and stamina support his job duties. Socially, abilities including verbal comprehension, perceptual speed, and inductive reasoning make him acceptable. Abilities in areas like perceptual speed, inductive reasoning, and various physical abilities assist his hobbies of travel, golf, and tennis. Maintaining a high standard of living requires effective time management and use of multiple capacities.
The document discusses the five levels of leadership. Level one is leadership from position, where people follow due to one's job title and authority. Level two is leadership by permission, where people follow due to respect and trust. Level three is leadership by production, where people follow due to what one has done for the organization. Level four is leadership by people development, where people follow due to what one has done for them personally and professionally. Level five is leadership by personhood, where people follow due to who one is and what one represents.
This document captures the expectations of boss, and his hotspots, what would make him angry! Delivering the expectations or more is the key to be successful professional! 6E's Energy, Energizing, Execution, Edge, Etiquettes and ethics are important in all, not just the execution! Team is important to the relationship!
Though the document talks more of me, its applicable to all! Wishing you all the best!
Are You a Codependent Leader? Stop Creating Dysfunctional Relationships with ...Caliber Leadership Systems
Codependent leaders can be very successful at achieving their business objectives, but not their full potential. While they work steadily to achieve their goals and those of the business, part of their attention and energy is going into caretaking, supporting or compensating for employees inadequacies. While it may not look like it, these leaders make people decisions based on their emotions and are easily thrown off course by those of their employee’s, creating business and team problems as a result.
Part 2 Emotional Intelligence For Managers 653aditimainkar
The document discusses the importance of emotional intelligence (EQ) in various contexts. It states that EQ is the distinguishing factor that determines how people respond to challenges in life and relationships. It also discusses how EQ benefits include personal motivation, empathy, social skills, and influencing others. The document argues that EQ is important for teamwork, leadership, and creating a positive workplace culture where employees are motivated and retained.
The document provides an overview of the Dynamic Communication seminar which teaches behavioral styles using the DISC model. It describes the four factors of DISC - Dominance, Influence, Steadiness, Compliance - and how understanding one's own style and adapting to others' styles improves communication, understanding, and relationships. Case studies are presented to have participants practice recognizing styles based on behaviors and preferences described.
Similar to Grounded Theory of Personality.pptx (20)
In the intricate tapestry of life, connections serve as the vibrant threads that weave together opportunities, experiences, and growth. Whether in personal or professional spheres, the ability to forge meaningful connections opens doors to a multitude of possibilities, propelling individuals toward success and fulfillment.
Eirini is an HR professional with strong passion for technology and semiconductors industry in particular. She started her career as a software recruiter in 2012, and developed an interest for business development, talent enablement and innovation which later got her setting up the concept of Software Community Management in ASML, and to Developer Relations today. She holds a bachelor degree in Lifelong Learning and an MBA specialised in Strategic Human Resources Management. She is a world citizen, having grown up in Greece, she studied and kickstarted her career in The Netherlands and can currently be found in Santa Clara, CA.
Learnings from Successful Jobs SearchersBruce Bennett
Are you interested to know what actions help in a job search? This webinar is the summary of several individuals who discussed their job search journey for others to follow. You will learn there are common actions that helped them succeed in their quest for gainful employment.
We recently hosted the much-anticipated Community Skill Builders Workshop during our June online meeting. This event was a culmination of six months of listening to your feedback and crafting solutions to better support your PMI journey. Here’s a look back at what happened and the exciting developments that emerged from our collaborative efforts.
A Gathering of Minds
We were thrilled to see a diverse group of attendees, including local certified PMI trainers and both new and experienced members eager to contribute their perspectives. The workshop was structured into three dynamic discussion sessions, each led by our dedicated membership advocates.
Key Takeaways and Future Directions
The insights and feedback gathered from these discussions were invaluable. Here are some of the key takeaways and the steps we are taking to address them:
• Enhanced Resource Accessibility: We are working on a new, user-friendly resource page that will make it easier for members to access training materials and real-world application guides.
• Structured Mentorship Program: Plans are underway to launch a mentorship program that will connect members with experienced professionals for guidance and support.
• Increased Networking Opportunities: Expect to see more frequent and varied networking events, both virtual and in-person, to help you build connections and foster a sense of community.
Moving Forward
We are committed to turning your feedback into actionable solutions that enhance your PMI journey. This workshop was just the beginning. By actively participating and sharing your experiences, you have helped shape the future of our Chapter’s offerings.
Thank you to everyone who attended and contributed to the success of the Community Skill Builders Workshop. Your engagement and enthusiasm are what make our Chapter strong and vibrant. Stay tuned for updates on the new initiatives and opportunities to get involved. Together, we are building a community that supports and empowers each other on our PMI journeys.
Stay connected, stay engaged, and let’s continue to grow together!
About PMI Silver Spring Chapter
We are a branch of the Project Management Institute. We offer a platform for project management professionals in Silver Spring, MD, and the DC/Baltimore metro area. Monthly meetings facilitate networking, knowledge sharing, and professional development. For more, visit pmissc.org.
Joyce M Sullivan, Founder & CEO of SocMediaFin, Inc. shares her "Five Questions - The Story of You", "Reflections - What Matters to You?" and "The Three Circle Exercise" to guide those evaluating what their next move may be in their careers.
Leadership Ambassador club Adventist modulekakomaeric00
Aims to equip people who aspire to become leaders with good qualities,and with Christian values and morals as per Biblical teachings.The you who aspire to be leaders should first read and understand what the ambassador module for leadership says about leadership and marry that to what the bible says.Christians sh
A Guide to a Winning Interview June 2024Bruce Bennett
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Success is often not achievable without facing and overcoming obstacles along the way. To reach our goals and achieve success, it is important to understand and resolve the obstacles that come in our way.
In this article, we will discuss the various obstacles that hinder success, strategies to overcome them, and examples of individuals who have successfully surmounted their obstacles.
How to overcome obstacles in the way of success.pdf
Grounded Theory of Personality.pptx
1. Grounded theory is a widely used systematic
methodology for qualitative research. It involves the
construction of hypotheses and theories through
data collection and analysis. Grounded theory
involves the use of inductive reasoning. The
methodology differs from the hypothetical-
deductive model used in traditional scientific
research.
Grounded Theory
Bernard Tan Ah Thau
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3. Grounded Theory Approach
KYKO Dimension Code
SA, E, SO, SE, C
KYKO Sub-Dimension/Factor
Code
SA1-SA5, E1-E5, SO1-SO5,
SE1-SE5, C1-C5
Nature
Nurture
Disorder
Multiple Theoretical
Constructs
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6. Collect Data by Observing and
Describing Behavior
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7. Put your description in the form of text
or narratives.
Ali sets challenging goals and persuade his subordinates to accomplish their
performance targets.
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8. Form concepts derived from the
semantic units of the narrative
Ali sets challenging goals (Egocentric))and persuade his subordinates
(Complexity) to accomplish their performance targets.(Self-Actualization)
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9. Categorize concepts to explain Ali’s behavior of each
semantic unit based on the KYKO five dimension
Sets challenging goals – Egocentric –Dominant Factor
Persuade his subordinates – Complexity Influence Factor
Accomplish their performance targets – Achievement oriented - Self-
Actualization factor
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10. Develop codes for concepts to predict
behavior
Assign codes for each factor of a dimension
E4 - Sets challenging goals – Egocentric –Dominant Factor
C3 - Persuade his subordinates – Complexity Influence Factor
SA1 - Accomplish their performance targets – Self-Actualization factor
HE4+HC3+HSA1
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11. Identify relationships between concept
to Control or Change Behavior
Ali sets challenging goals and persuade his subordinates to accomplish their
performance targets.
Reward upon successful achievement of goals
Counselling
Punishment, for example warning, upon failure to achieve goals
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12. Managing and Leading Alvin
Alvin is a hardworking and committed employee (HSA). He likes
challenging jobs (HE) and is willing to work late to get his job done
(HSA). He keeps a distance in his social interactions (LSO). He dislikes
people telling him how to do his job (HE+LSO) – “Tell me what to do
and I will do it well for you” is his policy (HSA). He is proud of his
achievements (HE) and often enjoy talking about his contributions to
the company (HE). He is a person who wants to take credit that is
due to him (HE). However, once in a while he comes late for work
(LSE). He does not seem to be bothered about what others say about
him for not being punctual (LSO+LSE). He commented to his
colleagues, “Let them say what they like, it is their mouths. I don’t
feel guilty about what they say. What is important to me is I get the
job done on time.” (LC+HSA+LSO).
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13. Questions
1. Identify Alvin’s KYKO unique personality profile.
2. According to the Performance Quadrant Analysis (PQA), what type of
performer is Alvin?
3. What style or styles would you use to lead and manage Alvin and why?
4. Identify the possible consequences if you mislead or mismanage Alvin?
5. How would you motivate Alvin to greater heights of performance?
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14. Answers
1. KYKO Alan Personality Profile is LC+HSA+HE+LSO+LSE
2. HSA - Star performer. He knows how to get the job done and he cares about
getting the job done. He achieves his targets.
3. LSE +HSA Lassiez Faire. He is competent and committed. Empower him to do
the job.
4. He may get upset and degenerate into a maintainer. HE
5. HE – Praise him. Fan his ego appropriately, recognize his contributions, and
reward him appropriately.
HSA – Develop and grow his potentials, job enrichment.
LSE – Empower him. Leave him alone to do the job. LSO
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15. Managing and Leading Johnny
Johnny is a serious and meticulous person (HSE - High Security). He
came to work on time and strictly adhered to instructions (HSE - High
Security). Johnny is responsible and hardworking (High Self-
Actualizing). No matter how hard he works, his boss can always find
mistakes in his work.
Johnny feels uncomfortable when things are done informally (HSE -
High Security). He prefers to work alone and does not like
distractions (LSO-Low Socio-centric). He openly told his colleagues to
“get lost” while he worked. (LC - Low Complexity).
Johnny is proud of his accomplishments (HE - High Egocentric).
However, Johnny cannot accept criticism from others (HE -
Egocentric). He believes he is always right and will not give in to
certain issues that violate his principles (HE-High Egocentric).
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16. Questions
1. Identify Johnny’s KYKO personality profile.
2. According to the Performance Quadrant Analysis (PQA) what type of
performer is Johnny?
3. What style or styles would you use to lead and manage Johnny and why?
4. Identify the possible consequences if you mislead or mismanage Johnny.
5. How would you motivate Johnny to greater heights of performance?
6. What power bases would you apply to get things done through Johnny?
7. What managerial skills do you need to equip yourself to assist, guide and
develop Johnny’s potentials to become a star performer and maintain it?
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17. Answer
1. Low Complexity, High Self-Actualization, High Egocentric, Low Sociocentric and
high security personality type. (LM+HSA+HE+LSO+HSE)
2. Johnny is a learner. He wants to perform but lacks the competencies to carry out
his duties.
3. Autocratic Style – Do the job my way followed by coaching.
4. The consequence of using laissez faire style will be costly in the form of
mistakes, accidents and rejection rates. If authoritative style is used he may
degenerate into a laggard.
5. Make him feel safe. Set realistic targets, give clear instructions, and follow
rules, procedures and formal channels. In short manage him by the book.
6. Expert Power, Reward Power if he produces results.
7. People Management Skills, Leadership Skills, Coaching Skills, Motivation skills,
Communication Skills and Placement Skills
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18. Managing and Leading Linda
Linda, a LCCI diploma holder has been working in M4A for 3 years as an Accounts
Assistant. She has the job competency but lacks commitment in her work. She would
do her work at her own pace (LSA – Low Self-Actualizing). She likes to argue and
blames others (HE – High Egocentric). Oftentimes, she would delay her work with all
sorts of reasons and she likes to push her responsibilities to another colleague (HC –
High Complexity).
Linda is uncooperative and could connect with others (LSO – Low Socio-centric). She
avoids others and likes to do work on her own (LSO – Low Socio-centric). She is
unpopular and is known to others as being calculative (LSO+HC). However she claims
she is the best among her peers, as others do not have the accounting certificate. (HE
– High Egocentric).
Linda resents being controlled by others. She wants to be empowered to get a job
done (LSE – Low Security).
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19. Questions
1. Identify Linda’s KYKO personality formula.
2. What types of performer is Linda?
3. What is the most appropriate leadership style/s to influence Linda to
become more committed to her work?
4. What would be the adverse effects if you use the inappropriate style?
5. How would you motivate Linda to greater heights of achievement?
6. What types of task characteristics would you assign to Linda?
7. What managerial skills would you need to develop Linda to become a star
performer?
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20. Answer
1. High Complexity, Low Self-Actualization, High Egocentric, Low Sociocentric and
Low Security Personality Type. - (HC+LSA+HE+LSO+LSE)
2. Linda is a maintainer. She knows her job well but she doesn’t care to do well.
She is reluctant to perform unless the management gives in to her demands.
3. Use participative style to build relationship and trust besides monitoring her
work. Once the trust is gain, counsel and guide her to self-actualize. If she
changes and performs, change to laissez faire style. If she persists not to
change, use authoritative style, failing which manage her out of the
organization.
4. She would choose to put in a little effort in carrying out her responsibilities. She
would get away getting paid for using others to do her work.
5. Start off with counseling. If she changes and produces results reward her and
fan her ego. If counseling fails, use negative motivation to diminish and stop her
behavior. If negative motivation failed, take progressive disciplinary measures.
6. Important but not urgent tasks. Should she delay her work there is time for you
to repair the damage.
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21. Unique Profile Alan Unique Profile
Alan gets along very well with his peers (HSO – High Sociocentric). He is friendly
and warm and spends most of his time talking, cracking jokes and fooling around
with his colleagues (HSO – High Socio-centric). Alan is good at LLB (Look like
Busy) technique when his boss is around (HC – High Complexity). Given a job, he
works slowly and grudgingly (LSA – Low Self-Actualizing). His performance at
work is below standards and often makes a lot of errors. Alan has been counseled
by his boss many times to put more effort into his work. The counseling sessions
have no effect on Alan’s behavior (LSA – Low Self-Actualizing). Despite repeated
warnings from his boss to buck up his work, Alan remains stubborn (HE – High
Egocentric) and persists with his careless attitude in his work (LSA+LSE – Low Self
Actualizing and Low Security).
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22. Questions
1. Identify Alan’s KYKO personality formula.
2. According to the Performance Quadrant Analysis (PQA) what type of
performer is Alan?
3. What style or styles would you use to lead and manage Alan and why?
4. Identify the possible consequences if you were to mislead or mismanage
Alan?
5. How would you motivate Alan to greater heights of performance?
6. What power bases would you apply to get things done through Alan?
7. What managerial skills do you need to equip yourself to assist, guide and
develop Alan’s potentials to become a star performer and maintain it?
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23. Answers
1. High Complexity, Low Self-Actualization, High Egocentric, High Sociocentric and
Low Security Personality Type.- (HC+LSA+HE+HSO+LSE).
2. Alan is a laggard. He is incompetent and not committed to do his job.
3. Authoritative style – Do the job the hard way. Use fear management and close
monitoring.
4. Others will follow in his footsteps if you reward and recommend him for higher
responsibilities or give him a good appraisal.
5. Negative motivation – Tell him off to diminish and stop his negative behavior.
6. Referent power – Counsel and guide him. If he changes, use your expert power to
coach him. If he produces results use your reward power to motivate him
further. If he does not change use coercive power to force him to perform failing
which use your legitimate power to manage him out of the organization.
7. People skills, coaching and counseling skills, motivation skills, disciplinary skills,
communication skills, leadership skills and supervisory skills.
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24. Managing an informal leader
Jimmy has been working for 6 years in S9S. He is diligent and is committed to his work (HSA – High Self-Actualizing).
He is friendly and pleasant and can never say no when others ask him for assistance and support (HSO – High Socio-
centric). Jimmy has many supporters (HC – High Complexity). They respect him and look up to him for assistance
and advice.
However Jimmy could not get along with Albert, his boss. Albert is a driver, (HE – High Egocentric) and is very result
oriented (HSA – High Self-Actualizing). He sets high targets for his subordinates (HE) and expects them to realize
their targets (HSA). When his subordinates could not meet his demands he would go after them like a hawk (HE).
Albert is a bad listener (HE). “If you have a personal problem I expect you to solve it yourself. I am not paid to solve
your problems”, he uttered to a subordinate who raised a personal problem to explain postponing his work (LSO –
Low Socio-centric).
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25. Managing an informal leader
Albert is a man with an eye for detail (HSE – High Security). He
expects his subordinates to follow rules and procedures strictly
and would not tolerate those who are tardy and indiscipline
(HSE). He would yell at them openly in front of others (HE + LC –
Low Complexity).
Jimmy is upset with the way Albert manages his people (HE). He
perceives Albert as a “straw boss”.
Jimmy confronted Albert and requested him to be more
sensitive to his subordinates (HE+HSO). Albert told him to get
lost (HE).
Jimmy keeps his cool and conveys to his peers what transpired
between him and Albert (HC – High Complexity).
“Something needs to be done to stop this man from punishing
us”, says a supporter.
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26. Questions
1. Identify the KYKO personality type of Jimmy and Albert.
2. Do a profile compatibility analysis of Jimmy’s KYKO personality profile and Albert’s KYKO
personality profile.
3. What type of employee is Jimmy?
4. What type of power does Jimmy have?
5. Do you agree with the way Albert handled Jimmy? If yes, give your rationale. If no, what would
you do if you were Albert?
6. Is Albert a good manager?
7. What power bases did Albert use to manage his subordinates?
8. What critical lessons have you learned from the above case?
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27. Answers- Question1
Jimmy’s Personality Profile – HSA+HSO+HC+HE+LSE
High Self Actualizing – He is diligent and is committed to his
work.
High Socio-centric – He is friendly and pleasant and can never say no when others ask him for
assistance and support
High Complexity – Jimmy has many supporters. Albert told him to get lost. Jimmy keeps his cool.
High Egocentric – Jimmy is upset with the way Albert managed his people. Jimmy confronted Albert.
Low Security – “Let us down our tools 20 minutes before the day is over, and see what happens.”
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28. Answers- Question1
Albert’s Personality Type – HSA+HE+LC+HSE+LSO
High Self Actualizing – Albert is very result oriented. He sets high targets for his subordinates
and expects them to realize their targets.
High Egocentric – Albert is a driver. When his subordinates could not meet his demands he
would go after them like a hawk. Albert is a bad listener. He would yell at them openly. Albert
told Jimmy to get lost.
Low Complexity + Low Socio-centric – “If you have a personal problem I expect you to solve it
yourself. I am not paid to solve your problems.” he uttered to a subordinate who raise a
personal problem to explain postponing his work
.High Security – Albert is a man with an eye for detail. He expects his subordinates to abide by
the systems in the company and would not tolerate those who are tardy and indiscipline.
Low Complexity – He would yell at them openly in front of others.
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29. Answers
2. The areas of incompatibility between Jimmy and Albert are as
follows:
Both have High Egocentric Self
Jimmy is high Socio-centric whereas Albert is Low Socio-centric
3. Jimmy is a good employee. He is also an informal leader.
4. Jimmy has social and referent power.
No, Albert must recognize that Jimmy is an informal leader
and could influence the others against him. He should align his
Socio-egocentric dimensions with the Socio-egocentric
dimensions of Jimmy and tell him that he would consider his
suggestion.
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30. Answers
6. Albert tends to use his legitimate and coercive powers to control his
subordinates.
7. Albert should develop his socio-centric and complexity dimensions of
his personality profile to become a better and more effective manager.
By developing these two dimensions he will improve his people
management skills.
8. A manager must know how to win a good employee who is an
informal leader and to make use of him to influence others to give him
support. Avoid using legitimate and coercive powers to regulate
subordinates’ behavior. Try to use other power bases as a source of
influence; legitimate and coercive powers should be used as a last
resort to regulate behavior when other power bases failed.
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