This document discusses personality and person-environment fit in organizations. It defines personality as regular patterns of thoughts, feelings, and behaviors that characterize an individual. Understanding personality is important because it is linked to social behaviors at work and how individuals interact with coworkers. The document examines several theories and models of personality, including the Myers-Briggs Type Indicator, Big Five personality traits, and core self-evaluations. It also discusses the concept of person-environment fit and how fit between a person's personality and their job or organization can impact satisfaction and performance.
This document discusses emotions and moods in the workplace. It defines affect as the range of feelings employees experience, including emotions and moods. Emotions are triggered by specific events and brief, while moods are more general and last longer. Affective events theory examines how work environments and events trigger emotional reactions. The document also discusses emotional labor, intelligence, contagion, and neuroscience as they relate to emotions and moods at work.
The document discusses job satisfaction and attitudes in the workplace. It finds that job satisfaction among US employees has been trending upward since 2005, with factors like job security, skill utilization, relationships with bosses, and financial stability most affecting satisfaction. Attitudes are evaluations with cognitive, affective, and behavioral components. Work attitudes like job satisfaction, organizational commitment, and perceived organizational support are predictors of important outcomes. Leaders can foster positive attitudes by creating a sense of meaning and empowerment for employees' work.
The document discusses various theories and approaches to leadership. It defines leadership as influencing others to achieve shared objectives. Leadership is distinguished from management in that leaders inspire vision while managers focus on problem-solving and operations. Trait approaches view leadership as innate qualities while behavior approaches emphasize specific leader actions. Path-goal theory focuses on how leaders motivate followers by clarifying paths to goals. Leader-member exchange theory examines the quality of relationships between leaders and followers and how in-groups and out-groups form. Trust is also discussed as important in leadership, developing over time through interactions and shared goals.
The document discusses various topics related to perception, decision-making, and problem-solving. It describes factors that can influence perception like primacy effect, recency effect, and availability bias. It also discusses models of decision-making like rational decision-making and prospect theory. Prospect theory notes that people are averse to losses and will take risks to avoid losses. Intuition and various decision traps that can negatively impact decision-making are also examined. The document concludes with sections on creative problem-solving and how leaders can support creativity in their employees.
This document discusses organizational behavior and related concepts. It begins by noting a Gallup study finding that most workers are unhappy with their jobs primarily due to their bosses. It then defines organizational behavior as the study of individual and group behaviors in workplace settings. It also discusses key concepts like the Hawthorne effect, evidence-based management, critical thinking, the scientific method, outcome variables, levels of analysis, and McGregor's Theory X and Theory Y approaches to leadership and human motivation.
The document discusses various theories of motivation including: grit, needs theories (Maslow, McClelland), equity theory, expectancy theory, and the Pygmalion effect. It explains that motivation involves direction, intensity and persistence of effort. Key factors that motivate include goals, job design, fairness, expectations and leadership. Motivation to lead others is influenced by affective identity, social norms and non-calculative reasons.
The document discusses power and politics in organizations. It defines power as the ability to influence others and outlines different bases of power including position power (coercive, reward, legitimate) and personal power (expert, referent). It also discusses organizational sources of power related to supply lines, information lines, and support lines. The document notes that effective political skill is important for influence tactics and outlines guidelines for managing with power such as understanding different viewpoints and where power comes from in an organization.
The document discusses managing conflict and negotiation in organizations. It covers causes and types of conflict, conflict resolution styles, the relationship between conflict and performance, and negotiating across cultures. Conflict is defined as occurring when one party perceives another has negatively affected something they care about. While unproductive conflict harms performance and relationships, productive conflict that aligns with organizational goals can improve performance. Different conflict resolution styles like integrating, obliging, dominating, avoiding, and compromising are appropriate in different conflict situations. Moderate levels of task conflict can improve team performance while relationship conflict hurts satisfaction.
This document discusses emotions and moods in the workplace. It defines affect as the range of feelings employees experience, including emotions and moods. Emotions are triggered by specific events and brief, while moods are more general and last longer. Affective events theory examines how work environments and events trigger emotional reactions. The document also discusses emotional labor, intelligence, contagion, and neuroscience as they relate to emotions and moods at work.
The document discusses job satisfaction and attitudes in the workplace. It finds that job satisfaction among US employees has been trending upward since 2005, with factors like job security, skill utilization, relationships with bosses, and financial stability most affecting satisfaction. Attitudes are evaluations with cognitive, affective, and behavioral components. Work attitudes like job satisfaction, organizational commitment, and perceived organizational support are predictors of important outcomes. Leaders can foster positive attitudes by creating a sense of meaning and empowerment for employees' work.
The document discusses various theories and approaches to leadership. It defines leadership as influencing others to achieve shared objectives. Leadership is distinguished from management in that leaders inspire vision while managers focus on problem-solving and operations. Trait approaches view leadership as innate qualities while behavior approaches emphasize specific leader actions. Path-goal theory focuses on how leaders motivate followers by clarifying paths to goals. Leader-member exchange theory examines the quality of relationships between leaders and followers and how in-groups and out-groups form. Trust is also discussed as important in leadership, developing over time through interactions and shared goals.
The document discusses various topics related to perception, decision-making, and problem-solving. It describes factors that can influence perception like primacy effect, recency effect, and availability bias. It also discusses models of decision-making like rational decision-making and prospect theory. Prospect theory notes that people are averse to losses and will take risks to avoid losses. Intuition and various decision traps that can negatively impact decision-making are also examined. The document concludes with sections on creative problem-solving and how leaders can support creativity in their employees.
This document discusses organizational behavior and related concepts. It begins by noting a Gallup study finding that most workers are unhappy with their jobs primarily due to their bosses. It then defines organizational behavior as the study of individual and group behaviors in workplace settings. It also discusses key concepts like the Hawthorne effect, evidence-based management, critical thinking, the scientific method, outcome variables, levels of analysis, and McGregor's Theory X and Theory Y approaches to leadership and human motivation.
The document discusses various theories of motivation including: grit, needs theories (Maslow, McClelland), equity theory, expectancy theory, and the Pygmalion effect. It explains that motivation involves direction, intensity and persistence of effort. Key factors that motivate include goals, job design, fairness, expectations and leadership. Motivation to lead others is influenced by affective identity, social norms and non-calculative reasons.
The document discusses power and politics in organizations. It defines power as the ability to influence others and outlines different bases of power including position power (coercive, reward, legitimate) and personal power (expert, referent). It also discusses organizational sources of power related to supply lines, information lines, and support lines. The document notes that effective political skill is important for influence tactics and outlines guidelines for managing with power such as understanding different viewpoints and where power comes from in an organization.
The document discusses managing conflict and negotiation in organizations. It covers causes and types of conflict, conflict resolution styles, the relationship between conflict and performance, and negotiating across cultures. Conflict is defined as occurring when one party perceives another has negatively affected something they care about. While unproductive conflict harms performance and relationships, productive conflict that aligns with organizational goals can improve performance. Different conflict resolution styles like integrating, obliging, dominating, avoiding, and compromising are appropriate in different conflict situations. Moderate levels of task conflict can improve team performance while relationship conflict hurts satisfaction.
This chapter discusses attitudes and job satisfaction in organizations. It finds that job satisfaction has been declining since 2009, with key factors being job security, ability to use skills, relationships with bosses, and financial stability. Job satisfaction is highest when income allows for a comfortable life. Positive attitudes towards oneself (core self-evaluation) relates to better job performance and search success. Commitment and involvement in work relates to lower turnover and better citizenship and performance. Engagement requires full investment in one's role and improves productivity.
This document discusses stress in the context of organizational change. It defines stress and identifies its sources, including role ambiguity, role conflict, role overload, and work-family conflict. Stress can result from challenge or hindrance and impact individuals physically, psychologically, and behaviorally. It also impacts organizations by reducing productivity and increasing costs. The document explores ways to cope with stress, such as problem-focused and emotion-focused approaches, social support, preventative management, and work redesign. Leadership plays an important role in helping employees cope by showing support and reducing suffering.
This chapter discusses individual differences that impact workplace behavior, including personality, psychological capital, emotions, diversity, and generations. It describes several personality theories and assessments, such as the Myers-Briggs Type Indicator and the Big Five model. It also covers how traits like psychological capital and emotional intelligence can influence performance. Additionally, it discusses the effects of emotions, moods, and affect in the workplace. The chapter then addresses diversity and generational differences, providing an overview of concepts like surface-level versus deep-level diversity and the characteristics of generations currently in the workforce.
This chapter discusses theories of motivation and rewards in organizational behavior. It covers reinforcement theory, which holds that behaviors leading to positive outcomes will be repeated. Social learning theory extends this to include observational learning. Intrinsic motivation comes from the task itself, while extrinsic motivation involves external rewards. Performance management aims to discuss employee performance and results but often suffers from biases and negative perceptions. Proper motivation involves rewarding both results and positive behaviors to reduce unethical actions and achieve desired outcomes.
This document summarizes key concepts around perception from Chapter 5. It discusses what perception is, perceptual errors like primacy and recency effects, and how expectations can influence performance. Leaders must understand that each person's perception is their reality and can change over time. The chapter also covers attribution theory and biases, as well as impression management and how potential employers perceive candidates.
The document discusses organizational culture and defines it as shared assumptions that are developed by a group to cope with problems, taught to new members as the correct way to think and feel. It describes three levels of culture - artifacts, values, and assumptions. It also discusses organizational subcultures, socialization processes, and organizational climates. Leaders can influence culture through recruitment, socialization, rewards, and managing cultural elements like stories, rituals, and symbols.
This document provides an overview of leadership concepts including:
- The differences between managers and leaders, with leaders focusing on developing new approaches and inspiring followers while managers focus on controlling operations efficiently.
- Transformational leadership behaviors that mobilize extra effort through emphasizing change, articulating a new vision, and the "four I's": idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration.
- Leader-member exchange theory which examines the quality of relationships leaders develop with individual followers and how they develop "in-groups" who receive more benefits.
- The importance of trust for effective groups, productivity, and risk-taking. Trust develops over time through interactions and is important to repair
The document discusses leading organizational change and discusses several models for managing change including Lewin's 3-step model of change (unfreezing, changing, and refreezing) and Kotter's 8-step model for change. It also discusses forces that drive organizational change, types of planned changes, organizational development approaches to change, and how to create learning organizations that facilitate change.
Organizational behavior is the study of how individuals and groups act within organizations. It is an interdisciplinary field that draws from psychology, sociology, communication, and anthropology. A key part of organizational behavior is evidence-based management, which uses scientific evidence, organizational data, experiences, and stakeholder values to make management decisions. Critical thinking is also important, which involves examining beliefs using evidence and reasoning. Leaders can apply organizational behavior concepts like evidence-based management and critical thinking to improve employee performance and leadership skills.
The document discusses individual decision making in organizations. It covers rational decision making models and their limitations. Prospect theory and heuristics that influence decision making are described. Biases like hindsight bias, overconfidence, and escalation of commitment are also examined. The chapter concludes with sections on ethical decision making and supporting creativity in decision making.
The document discusses teams and group processes. It defines key terms like work groups, work teams, and team effectiveness. It describes the stages of team development including forming, storming, norming, performing, and adjourning. It also discusses factors that contribute to team effectiveness like cohesion, norms, and mental models. Challenges to teams like groupthink and social loafing are examined. Different team decision making techniques such as brainstorming and consensus are also outlined.
The document discusses organizational communication. It covers topics like the communication process, barriers to effective communication like noise, leadership communication, electronic communication, communicating across cultures, and nonverbal communication. It provides details on communication networks and flows within organizations. Factors that can influence cross-cultural communication are also examined, as well as the implications of communication for organizational leadership.
The document discusses various theories of motivation in organizational behavior, including:
1. Maslow's hierarchy of needs and Herzberg's two-factor theory, which propose that different factors lead to satisfaction or dissatisfaction at work.
2. Goal setting theory and job characteristics theory, which suggest that motivating employees involves designing meaningful work and setting specific, measurable goals.
3. Equity theory and organizational justice, which emphasize the importance of fair treatment and balanced outcomes for maintaining employee motivation.
4. Expectancy theory, which proposes that employees are motivated when they believe effort will lead to good performance and rewards.
The document discusses cross-cultural differences and adjustments in organizations. It covers topics like culture, cultural intelligence, cultural adjustment, culture shock, and developing cultural agility. Culture is described as shared behaviors, values, and beliefs that are learned and passed down within a society. The document also discusses cultural frameworks like Hofstede's cultural dimensions and the Globe study of leadership. Developing cultural intelligence and the ability to adjust to different cultures is key for global leaders and organizations.
This document discusses leadership in organizations. It defines leadership, examines various leadership theories and styles, and explains the importance of leadership. Specifically, it covers trait theory, behavioral theory, and contingency theory. Trait theory focuses on innate qualities, behavioral theory examines task-oriented versus relationship-oriented leadership behaviors, and contingency theory proposes that the most effective leadership style depends on situational factors like organizational structure, leader-member relations, and task definition. Overall, the document emphasizes that leadership plays a vital role in guiding organizations and influencing employee behavior to achieve goals.
This document discusses and compares authentic leadership and relational leadership. Authentic leadership emphasizes transparency, genuineness and honesty to build authentic relationships and inspire trust and motivation. Relational leadership focuses on developing positive relationships within an organization to achieve goals or changes through people working together. Both leadership styles promote teamwork and goal orientation. The document also provides scenarios applying authentic leadership and relational leadership in a high school counseling setting.
Leadership will always be important to organizations. Leadership is the process of influencing others to achieve organizational goals and objectives. It involves developing a vision and ideas, living by supporting values, and influencing others to embrace these through changing their mindsets rather than command and control. Effective leadership requires understanding followers' values, personalities, perceptions and attitudes as individuals act differently. Leaders are ordinary people with extraordinary vision who create a vision, share it with others, listen to feedback, and involve followers in working towards shared goals. While managers and leaders both direct work, managers focus more on planning, organizing and controlling, whereas leaders energize and motivate followers through developing ideas and building trust. Leading relies more on ideas and inspiring people compared to managing
The document discusses motivation and leadership theories. It defines motivation as an internal drive to meet needs. Several motivation theories are outlined, including Maslow's hierarchy of needs and McClelland's theory of needs. Leadership is defined as influencing others towards goals. Different leadership styles are discussed, including directive, supportive, participative, and achievement-oriented styles. The relationship between leadership styles and situational factors like subordinate and task characteristics is also examined. Qualities of successful leaders and ways to improve leadership skills are presented.
This document discusses cultural dimensions that are important to consider when establishing a factory in this country. Power distance is high, so there is a centralized power structure and subordinates expect clear directions from superiors. Individualism is valued, as well as family and group belonging. The culture has a short-term orientation where quick results are expected and stability and happiness are priorities. Uncertainty avoidance is also high, so managers prefer giving precise instructions and answers.
Organizational Behavior business case project. Understanding consumer behavior is the key to success in business. No matter internal with employees or external with supply chains, customers, distributers, a structure of team, the culture, and the policy are elements might influence working-efficiency or even entire company.
This document discusses organizational change and stress management. It covers the different types of organizational change, including planned and unplanned change. It also addresses the forces driving organizational change. Models for leading change, like Lewin's three-step model and Kotter's eight-step model, are presented. The document also defines what stress is in the context of organizations. It discusses sources of work-related stress and different types of stress. Methods for coping with stress, like problem-focused and emotion-focused coping, are covered. The importance of social support is also addressed. The document concludes with a discussion of preventative stress management techniques in organizations.
The document discusses managing conflict and negotiation in the workplace. It provides definitions of conflict, describes common sources of conflict, and different conflict resolution styles. Productive conflict can improve performance if aligned with organizational goals, while unproductive conflict harms relationships and performance. The document also discusses negotiation techniques, resolving conflicts across cultures, and third-party interventions for resolving disputes. Effective leadership requires perspective taking to foster empathy during conflict resolution.
This chapter discusses attitudes and job satisfaction in organizations. It finds that job satisfaction has been declining since 2009, with key factors being job security, ability to use skills, relationships with bosses, and financial stability. Job satisfaction is highest when income allows for a comfortable life. Positive attitudes towards oneself (core self-evaluation) relates to better job performance and search success. Commitment and involvement in work relates to lower turnover and better citizenship and performance. Engagement requires full investment in one's role and improves productivity.
This document discusses stress in the context of organizational change. It defines stress and identifies its sources, including role ambiguity, role conflict, role overload, and work-family conflict. Stress can result from challenge or hindrance and impact individuals physically, psychologically, and behaviorally. It also impacts organizations by reducing productivity and increasing costs. The document explores ways to cope with stress, such as problem-focused and emotion-focused approaches, social support, preventative management, and work redesign. Leadership plays an important role in helping employees cope by showing support and reducing suffering.
This chapter discusses individual differences that impact workplace behavior, including personality, psychological capital, emotions, diversity, and generations. It describes several personality theories and assessments, such as the Myers-Briggs Type Indicator and the Big Five model. It also covers how traits like psychological capital and emotional intelligence can influence performance. Additionally, it discusses the effects of emotions, moods, and affect in the workplace. The chapter then addresses diversity and generational differences, providing an overview of concepts like surface-level versus deep-level diversity and the characteristics of generations currently in the workforce.
This chapter discusses theories of motivation and rewards in organizational behavior. It covers reinforcement theory, which holds that behaviors leading to positive outcomes will be repeated. Social learning theory extends this to include observational learning. Intrinsic motivation comes from the task itself, while extrinsic motivation involves external rewards. Performance management aims to discuss employee performance and results but often suffers from biases and negative perceptions. Proper motivation involves rewarding both results and positive behaviors to reduce unethical actions and achieve desired outcomes.
This document summarizes key concepts around perception from Chapter 5. It discusses what perception is, perceptual errors like primacy and recency effects, and how expectations can influence performance. Leaders must understand that each person's perception is their reality and can change over time. The chapter also covers attribution theory and biases, as well as impression management and how potential employers perceive candidates.
The document discusses organizational culture and defines it as shared assumptions that are developed by a group to cope with problems, taught to new members as the correct way to think and feel. It describes three levels of culture - artifacts, values, and assumptions. It also discusses organizational subcultures, socialization processes, and organizational climates. Leaders can influence culture through recruitment, socialization, rewards, and managing cultural elements like stories, rituals, and symbols.
This document provides an overview of leadership concepts including:
- The differences between managers and leaders, with leaders focusing on developing new approaches and inspiring followers while managers focus on controlling operations efficiently.
- Transformational leadership behaviors that mobilize extra effort through emphasizing change, articulating a new vision, and the "four I's": idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration.
- Leader-member exchange theory which examines the quality of relationships leaders develop with individual followers and how they develop "in-groups" who receive more benefits.
- The importance of trust for effective groups, productivity, and risk-taking. Trust develops over time through interactions and is important to repair
The document discusses leading organizational change and discusses several models for managing change including Lewin's 3-step model of change (unfreezing, changing, and refreezing) and Kotter's 8-step model for change. It also discusses forces that drive organizational change, types of planned changes, organizational development approaches to change, and how to create learning organizations that facilitate change.
Organizational behavior is the study of how individuals and groups act within organizations. It is an interdisciplinary field that draws from psychology, sociology, communication, and anthropology. A key part of organizational behavior is evidence-based management, which uses scientific evidence, organizational data, experiences, and stakeholder values to make management decisions. Critical thinking is also important, which involves examining beliefs using evidence and reasoning. Leaders can apply organizational behavior concepts like evidence-based management and critical thinking to improve employee performance and leadership skills.
The document discusses individual decision making in organizations. It covers rational decision making models and their limitations. Prospect theory and heuristics that influence decision making are described. Biases like hindsight bias, overconfidence, and escalation of commitment are also examined. The chapter concludes with sections on ethical decision making and supporting creativity in decision making.
The document discusses teams and group processes. It defines key terms like work groups, work teams, and team effectiveness. It describes the stages of team development including forming, storming, norming, performing, and adjourning. It also discusses factors that contribute to team effectiveness like cohesion, norms, and mental models. Challenges to teams like groupthink and social loafing are examined. Different team decision making techniques such as brainstorming and consensus are also outlined.
The document discusses organizational communication. It covers topics like the communication process, barriers to effective communication like noise, leadership communication, electronic communication, communicating across cultures, and nonverbal communication. It provides details on communication networks and flows within organizations. Factors that can influence cross-cultural communication are also examined, as well as the implications of communication for organizational leadership.
The document discusses various theories of motivation in organizational behavior, including:
1. Maslow's hierarchy of needs and Herzberg's two-factor theory, which propose that different factors lead to satisfaction or dissatisfaction at work.
2. Goal setting theory and job characteristics theory, which suggest that motivating employees involves designing meaningful work and setting specific, measurable goals.
3. Equity theory and organizational justice, which emphasize the importance of fair treatment and balanced outcomes for maintaining employee motivation.
4. Expectancy theory, which proposes that employees are motivated when they believe effort will lead to good performance and rewards.
The document discusses cross-cultural differences and adjustments in organizations. It covers topics like culture, cultural intelligence, cultural adjustment, culture shock, and developing cultural agility. Culture is described as shared behaviors, values, and beliefs that are learned and passed down within a society. The document also discusses cultural frameworks like Hofstede's cultural dimensions and the Globe study of leadership. Developing cultural intelligence and the ability to adjust to different cultures is key for global leaders and organizations.
This document discusses leadership in organizations. It defines leadership, examines various leadership theories and styles, and explains the importance of leadership. Specifically, it covers trait theory, behavioral theory, and contingency theory. Trait theory focuses on innate qualities, behavioral theory examines task-oriented versus relationship-oriented leadership behaviors, and contingency theory proposes that the most effective leadership style depends on situational factors like organizational structure, leader-member relations, and task definition. Overall, the document emphasizes that leadership plays a vital role in guiding organizations and influencing employee behavior to achieve goals.
This document discusses and compares authentic leadership and relational leadership. Authentic leadership emphasizes transparency, genuineness and honesty to build authentic relationships and inspire trust and motivation. Relational leadership focuses on developing positive relationships within an organization to achieve goals or changes through people working together. Both leadership styles promote teamwork and goal orientation. The document also provides scenarios applying authentic leadership and relational leadership in a high school counseling setting.
Leadership will always be important to organizations. Leadership is the process of influencing others to achieve organizational goals and objectives. It involves developing a vision and ideas, living by supporting values, and influencing others to embrace these through changing their mindsets rather than command and control. Effective leadership requires understanding followers' values, personalities, perceptions and attitudes as individuals act differently. Leaders are ordinary people with extraordinary vision who create a vision, share it with others, listen to feedback, and involve followers in working towards shared goals. While managers and leaders both direct work, managers focus more on planning, organizing and controlling, whereas leaders energize and motivate followers through developing ideas and building trust. Leading relies more on ideas and inspiring people compared to managing
The document discusses motivation and leadership theories. It defines motivation as an internal drive to meet needs. Several motivation theories are outlined, including Maslow's hierarchy of needs and McClelland's theory of needs. Leadership is defined as influencing others towards goals. Different leadership styles are discussed, including directive, supportive, participative, and achievement-oriented styles. The relationship between leadership styles and situational factors like subordinate and task characteristics is also examined. Qualities of successful leaders and ways to improve leadership skills are presented.
This document discusses cultural dimensions that are important to consider when establishing a factory in this country. Power distance is high, so there is a centralized power structure and subordinates expect clear directions from superiors. Individualism is valued, as well as family and group belonging. The culture has a short-term orientation where quick results are expected and stability and happiness are priorities. Uncertainty avoidance is also high, so managers prefer giving precise instructions and answers.
Organizational Behavior business case project. Understanding consumer behavior is the key to success in business. No matter internal with employees or external with supply chains, customers, distributers, a structure of team, the culture, and the policy are elements might influence working-efficiency or even entire company.
This document discusses organizational change and stress management. It covers the different types of organizational change, including planned and unplanned change. It also addresses the forces driving organizational change. Models for leading change, like Lewin's three-step model and Kotter's eight-step model, are presented. The document also defines what stress is in the context of organizations. It discusses sources of work-related stress and different types of stress. Methods for coping with stress, like problem-focused and emotion-focused coping, are covered. The importance of social support is also addressed. The document concludes with a discussion of preventative stress management techniques in organizations.
The document discusses managing conflict and negotiation in the workplace. It provides definitions of conflict, describes common sources of conflict, and different conflict resolution styles. Productive conflict can improve performance if aligned with organizational goals, while unproductive conflict harms relationships and performance. The document also discusses negotiation techniques, resolving conflicts across cultures, and third-party interventions for resolving disputes. Effective leadership requires perspective taking to foster empathy during conflict resolution.
Dwight
Evaluation
Leadership style assessments certainly have a place within the organization. The effectiveness of a leadership style assessment will depend on what type of assessment and what the organizational needs are. Multi-source feedback assessments are supposed to give a 360 degree look at a leader and give the organization a valuable outcome in the evaluation of the leader (MacKie, 2015). Using multi-source feedback assessments can be extremely beneficial as long as the assessment is properly paired with the organizational goals and needs. Assessing a leader from multi perspectives is truly a holistic approach. But, organizations need to recognize that no leadership style assessment is not without its limitations.
Next, the behavior approach is one of four approaches to leadership. Three of which all have weaknesses; traits, skills, and behavior. But the fourth approach to leadership, the situational approach demonstrates the flexibility of a leader (Northouse2016, 2016). In today’s dynamic and complex business environment, flexible leaders bring the most value to an organization. The situational approach allows the leader to apply the other three approaches given the circumstances. As an Army leader I found this approach to be extremely effective while leading in combat and non-combat situations.
Explanation of Usefulness
Of equal importance is the usefulness leadership style assessments and the behavior approach have on an organization. Once an organization has clearly defined the goals and purpose of conducting an assessment, and then subsequently the correct assessment is used, the results will certainly help the organization. In this case, using an assessment to evaluate the benefits of a behavior approach to leadership will allow the organization to determine what needs to be done, how it needs to be done, and how fast it needs to be done (Saxena, 2014). Additionally, the behavior approach (if the relationship behavior is used), can give subordinates the motivation needed to achieve the desired outcome through a better understanding of themselves.
Explanation of Impact
The impact of leadership assessments on an individual can be positive or negative. Again, this directly correlates to the goals and expectations of the organization when the assessment is implemented. For the individual, it could potentially identify strengths and weaknesses. Thus, giving the individual the opportunity to grow and learn from the assessment. Simultaneously, the organization discovers how these strengths and weaknesses fit into the organization’s goals. Once they have identified where and how an individual nest into the organization, a holistic approach to achieving those goals can be developed (Northouse2016, 2016). In comparison, using a behavior approach assessment will yield valuable information about subordinates’ behavior patterns. Which equates to the organization knowing and understanding their employees. Understanding behavio.
MSL 6000, Psychological Foundations of Leadership 1 .docxShiraPrater50
MSL 6000, Psychological Foundations of Leadership 1
Course Learning Outcomes for Unit I
Upon completion of this unit, students should be able to:
1. Summarize the major psychological foundations of leadership.
1.1 Describe various foundational traits of leadership.
1.2 Articulate the importance of correlating personal leadership traits and models.
4. Evaluate various leadership models.
4.1 Analyze various leadership models.
4.2 Relate leadership models to a successful leader.
Course/Unit
Learning Outcomes
Learning Activity
1.1
Unit Lesson
Chapter 1
Unit I Essay
1.2
Unit Lesson
Chapter 1
Unit I Essay
4.1
Unit Lesson
Chapter 3
Unit I Essay
4.2
Unit Lesson
Chapter 3
Unit I Essay
Reading Assignment
In addition to a physical copy of the textbook, each unit contains the eTextbook version of the assigned
reading chapters. If preferred, click on Unit I in the course navigation menu to access the online version of the
assigned chapters.
Chapter 1: What Does It Mean to Be a Leader?, pp. 3–24
Chapter 3: Contingency Approaches to Leadership, pp. 65–88
UNIT I STUDY GUIDE
Leadership Approaches and Models
MSL 6000, Psychological Foundations of Leadership 2
UNIT x STUDY GUIDE
Title
Unit Lesson
Welcome to Unit I! There are many types of leaders in the business world today; some are successful at
leading their team to accomplish organizational goals, while others are not. Leadership is a popular and
sought-after asset in business today. Therefore, it is important to understand what is required for one to
become a good leader and acknowledge the important aspects of leadership. Being that leadership is
complex and often misunderstood, those who are seeking to become effective leaders must possess a desire
to establish meaningful relationships with others while leading with a vision. Daft (2018) describes leadership
as the “ability to support and inspire the people who are needed to achieve organizational goals” (p. 5).
This course covers the history and psychology
of leadership studies, leadership vision,
culture, courage, morals, and values. Our
focus will be on leadership concepts and
theories and correlating that knowledge into
practical use. At the bottom of each study
guide, there will be activities that focus on self-
assessment, goal setting, and overcoming
barriers—all related to how you can apply what
you learn in the course to your everyday life.
The activities are not graded but will assist in
developing your own leadership skills.
Let’s get started, as your next step in becoming a leader awaits.
When we consider the psychology of leadership, the psychodynamic or systematic approach to studying
human behavior, there are a myriad of ways of looking at leadership. The underlining forces that affect
leaders’ ability to lead include their personalities, their feelings and emotions, and how they relate to others.
Leaders’ persona ...
MSL 6000, Psychological Foundations of Leadership 1 .docxgertrudebellgrove
MSL 6000, Psychological Foundations of Leadership 1
Course Learning Outcomes for Unit I
Upon completion of this unit, students should be able to:
1. Summarize the major psychological foundations of leadership.
1.1 Describe various foundational traits of leadership.
1.2 Articulate the importance of correlating personal leadership traits and models.
4. Evaluate various leadership models.
4.1 Analyze various leadership models.
4.2 Relate leadership models to a successful leader.
Course/Unit
Learning Outcomes
Learning Activity
1.1
Unit Lesson
Chapter 1
Unit I Essay
1.2
Unit Lesson
Chapter 1
Unit I Essay
4.1
Unit Lesson
Chapter 3
Unit I Essay
4.2
Unit Lesson
Chapter 3
Unit I Essay
Reading Assignment
In addition to a physical copy of the textbook, each unit contains the eTextbook version of the assigned
reading chapters. If preferred, click on Unit I in the course navigation menu to access the online version of the
assigned chapters.
Chapter 1: What Does It Mean to Be a Leader?, pp. 3–24
Chapter 3: Contingency Approaches to Leadership, pp. 65–88
UNIT I STUDY GUIDE
Leadership Approaches and Models
MSL 6000, Psychological Foundations of Leadership 2
UNIT x STUDY GUIDE
Title
Unit Lesson
Welcome to Unit I! There are many types of leaders in the business world today; some are successful at
leading their team to accomplish organizational goals, while others are not. Leadership is a popular and
sought-after asset in business today. Therefore, it is important to understand what is required for one to
become a good leader and acknowledge the important aspects of leadership. Being that leadership is
complex and often misunderstood, those who are seeking to become effective leaders must possess a desire
to establish meaningful relationships with others while leading with a vision. Daft (2018) describes leadership
as the “ability to support and inspire the people who are needed to achieve organizational goals” (p. 5).
This course covers the history and psychology
of leadership studies, leadership vision,
culture, courage, morals, and values. Our
focus will be on leadership concepts and
theories and correlating that knowledge into
practical use. At the bottom of each study
guide, there will be activities that focus on self-
assessment, goal setting, and overcoming
barriers—all related to how you can apply what
you learn in the course to your everyday life.
The activities are not graded but will assist in
developing your own leadership skills.
Let’s get started, as your next step in becoming a leader awaits.
When we consider the psychology of leadership, the psychodynamic or systematic approach to studying
human behavior, there are a myriad of ways of looking at leadership. The underlining forces that affect
leaders’ ability to lead include their personalities, their feelings and emotions, and how they relate to others.
Leaders’ persona.
The document discusses leadership ethics, providing an overview of ethical theories including teleological, deontological, and virtue-based theories. It also covers principles of ethical leadership such as respecting others, serving others, showing justice, and manifesting honesty. Additionally, the document addresses the importance of ethics in leadership due to a leader's influence over followers and role in shaping organizational values.
This document discusses the trait approach to leadership. It describes how early theories focused on identifying innate qualities of great leaders. Research then began to consider how traits interact with situational demands. Later studies found traits could differentiate leaders from non-leaders. The five major leadership traits are intelligence, self-confidence, determination, integrity, and sociability. Emotional intelligence and strengths-based approaches are also discussed in relation to leadership traits. The trait approach focuses on identifying traits leaders exhibit but does not consider situational effects or traits in relation to outcomes.
Organizational culture refers to shared assumptions, values, and behaviors in an organization. There are three levels of culture - artifacts, espoused values, and underlying assumptions. Culture is influenced by national culture and organizational founders. Strong cultures have high agreement and intensity around shared values. Subcultures can form within organizations. Socialization is the process of transmitting an organization's culture to new members through recruitment, training, and assimilation. Stories, rituals, symbols, and language are how employees learn an organization's culture over time. Organizational climate refers to shared perceptions of policies and procedures in the workplace.
This document discusses various leadership styles and theories. It begins by defining leadership as the process of influencing others towards achieving group goals. Some key leadership styles discussed include autocratic, democratic, laissez-faire, task-oriented, and people-oriented. Additionally, the document summarizes trait theory, behavioral theories, contingency theory, transformational leadership, transactional leadership, and discusses various leadership assessment tools such as the LPC scale, DiSC profile, and 8 dimensions of leadership.
This document discusses principles of effective leadership according to Peter F. Drucker. It covers various leadership theories including trait theory, behavioral theory, and transformational leadership. Transformational leaders are able to inspire and motivate followers to achieve higher goals. They provide vision, inspire commitment to change, and empower followers. Effective leaders focus on continuous self-improvement, serving the community, and achieving results through effective planning and accountability.
Running Head PERSONAL MASTERY1PERSONAL MASTERY5My P.docxtoltonkendal
Running Head: PERSONAL MASTERY
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PERSONAL MASTERY
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My Personal Mastery Plan
Institution Affiliation
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Part 1: Personal Mastery
Definition
Personal mastery is an essential ingredient towards super-happiness in one's everyday life. It is mandatory that one identifies their mastery as this will enable them to achieve a lot in the society. Personal mastery is something that every individual desire to obtain either knowingly or unknowingly. In fact, it is a constant improvement of ourselves that will enable us to see life from some different perception. The trait is guided by doctrines such purpose, belief, vision hard work and commitment and identification of oneself. Moreover, personal mastery is all about oneself understanding how they think, why they do some things the way they usually do among many other activities. One has to be clear about their purpose and the direction they ought to take in life and in return make actions towards learning continuously and developing themselves. It is something that takes a considerable amount of time and not just achieved overnight as it requires hard work and effort from the decided individual.
Importance of personal mastery to a leader
Personal mastery is essential to be a leader. This is because it teaches one to be a role model to the subjects who will in return work hard to see the success of my leadership. As Peter Senge affirms: the core value of any great leader is to be a role model and be able to influence the subjects from his perspective of life. Moreover, he continues to say that the trait is essential as it helps a leader develop self-knowledge as well as assisting them to uphold self-growth and development.
Personal mastery helps, and individual acquires the following characteristics which enable them to exercise the power of leadership to their subjects.
· It helps one to know their course of life and consequently the direction of the group or organization that they are leading. As a leader, I will have the mission and mission of the institution. Having the trait of personal mastery has enabled me to devise various methods through which I and my subjects work tirelessly to achieve the set goals and objectives.
· Understand the reality of life and bear with it. For instance, they will be able to understand and appreciate the different subjects' cultures hence promoting cohesion with one another.
· They will be able to creatively think and come up with solutions to different problems that may arise in their line of duty (Roberts et al., 1994). I will be able to deal with stressful arising situations and work under pressure to solve the issues affecting the subjects. The traits will also help me understand the members' strengths and weaknesses and work hard to take advantage of their strengths as well as finding ways to deal with the shortcomings.
· They can understand and embrace change as this is part of the transition from one form of existence to the other. Personal ...
The Quality Manager Needs to be a LeaderScottDSiders1
Training presentation on the Quality Manager's necessary role as a leader within accredited environmental testing laboratories. Discusses quality management leadership, leadership styles and characteristics of a leader. Provides references for further study and ways to determine your leadership style. Utilize this presentation as you see fit.
The Quality Manager Needs to be a Leader (edited 03252023).pptxScottDSiders1
Leadership training presentation for Quality Managers at environmental testing laboratories. Discusses why a quality manager needs to be a leader, leadership styles and characteristics of a leader.
Leaders play a key role in establishing an ethical organizational climate. They should lead by example and serve as role models for ethical behavior. An ethical climate is marked by integrity, justice, trust, and concern for both means and ends. Leaders implement tools like core values, codes of ethics, training, and socialization to reinforce ethical norms.
The document discusses the fundamentals of organizational behavior including its nature, scope, goals and models. It covers key concepts like perception, attitudes, values, motivation and theories of motivation. Finally, it addresses personality, including definitions and determinants of personality as well as trait and type theories of personality.
10.2478arhss-2018-0005 Applied Research in Health and SociaSantosConleyha
10.2478/arhss-2018-0005 Applied Research in Health and Social Sciences, Vol. 15, No. 1, 2018
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LEADERSHIP VALUES AND VALUES BASED LEADERSHIP:
WHAT IS THE MAIN FOCUS?
ŽYDŽIŪNAITĖ Vilma
St. Ignatius of Loyola College, Kaunas, Lithuania
Abstract
The article is based on descriptive theoretical research and focused on two notions such as ‘leadership
values’ and ‘values based leadership’. These two concepts are not compared, but every of them is
described separately by highlighting general characteristics and showing their broad complexity. Both
notions are not related to ethics and / or morality, as the aim the literature review was to provide
insights on leadership values and values based leadership. The research question was the following:
What aspects include two concepts such as ‘leadership values’ and ‘values based leadership’? Fourteen
leadership values are provided and in the summary the three unifying aspects are presented and
discussed – personality, interaction(s) and relationship(s), and action(s) / work. The common and
flexible leadership values are presented. Values based leadership is discussed generally and four
principles of this leadership are distinguished – self-reflection, balance, true self-confidence, and
genuine humility. Also positive and limiting values based leadership shortly is discussed. The
conclusion is focused on the idea that the leader needs to regain and maintain trust. Positive values
based leadership goes beyond leveraging strengths and making meaning. Values based leaders who
engage their employees and help them flourish in life. And for their organisations they boost
productivity, creativity and financial returns. Leading and evaluating success based on values is the
best way to build a high-performance culture in organisation.
Keywords: Core leadership values; Flexible leadership values; Limiting leadership values; Positive
leadership values; Values based leader; Values based leadership.
Background
‘Leadership chaos’ might be used to describe the political, social, economic, religious, and
environmental conditions for much of the first decade of the 21st Century. The difficulties faced
in all of these various domains are so drastic that it is difficult to refrain from being sarcastic
about the effectiveness and utility of what is referred to as “leadership development.” In the
continuing, increasingly complex, and changing challenges, many of which have potentially
disastrous implications, the need for effective leadership is greater now than perhaps at any
10.2478/arhss-2018-0005 Applied Research in Health and Social Sciences, Vol. 15, No. 1, 2018
44
time in recorded history. And at the same time, what is being called for in terms of leadership
sounds as confusing as the issues and conditions facing us. We often hear of the need for strong
leaders, results driven leaders, servant leaders, charismatic leaders, heroic le ...
10.2478arhss-2018-0005 Applied Research in Health and SociaBenitoSumpter862
10.2478/arhss-2018-0005 Applied Research in Health and Social Sciences, Vol. 15, No. 1, 2018
43
LEADERSHIP VALUES AND VALUES BASED LEADERSHIP:
WHAT IS THE MAIN FOCUS?
ŽYDŽIŪNAITĖ Vilma
St. Ignatius of Loyola College, Kaunas, Lithuania
Abstract
The article is based on descriptive theoretical research and focused on two notions such as ‘leadership
values’ and ‘values based leadership’. These two concepts are not compared, but every of them is
described separately by highlighting general characteristics and showing their broad complexity. Both
notions are not related to ethics and / or morality, as the aim the literature review was to provide
insights on leadership values and values based leadership. The research question was the following:
What aspects include two concepts such as ‘leadership values’ and ‘values based leadership’? Fourteen
leadership values are provided and in the summary the three unifying aspects are presented and
discussed – personality, interaction(s) and relationship(s), and action(s) / work. The common and
flexible leadership values are presented. Values based leadership is discussed generally and four
principles of this leadership are distinguished – self-reflection, balance, true self-confidence, and
genuine humility. Also positive and limiting values based leadership shortly is discussed. The
conclusion is focused on the idea that the leader needs to regain and maintain trust. Positive values
based leadership goes beyond leveraging strengths and making meaning. Values based leaders who
engage their employees and help them flourish in life. And for their organisations they boost
productivity, creativity and financial returns. Leading and evaluating success based on values is the
best way to build a high-performance culture in organisation.
Keywords: Core leadership values; Flexible leadership values; Limiting leadership values; Positive
leadership values; Values based leader; Values based leadership.
Background
‘Leadership chaos’ might be used to describe the political, social, economic, religious, and
environmental conditions for much of the first decade of the 21st Century. The difficulties faced
in all of these various domains are so drastic that it is difficult to refrain from being sarcastic
about the effectiveness and utility of what is referred to as “leadership development.” In the
continuing, increasingly complex, and changing challenges, many of which have potentially
disastrous implications, the need for effective leadership is greater now than perhaps at any
10.2478/arhss-2018-0005 Applied Research in Health and Social Sciences, Vol. 15, No. 1, 2018
44
time in recorded history. And at the same time, what is being called for in terms of leadership
sounds as confusing as the issues and conditions facing us. We often hear of the need for strong
leaders, results driven leaders, servant leaders, charismatic leaders, heroic le ...
BBA 3451, Organizational Theory and Behavior 1 CourseMargaritoWhitt221
This document provides an overview of the learning outcomes and activities for Unit II of an organizational theory and behavior course. The unit focuses on discussing human aspects of organizations, including identifying five types of individual behavior, describing the Big Five personality dimensions, and discussing ways to improve perceptions in organizational situations. Learning activities include lessons, podcasts, essays and readings to help students meet these learning outcomes.
The document provides an overview of the structure and contents of the Bible. It discusses that the Bible includes the Old Testament accepted by Jews and the New Testament accepted by Christians. It also explores reading the Bible as a work of literature, noting it was written by humans in various literary forms for different purposes. Key characters, stories, symbols and numbers that recur throughout the Bible are also summarized.
The document outlines the three branches of the US government - legislative, executive, and judicial. The legislative branch is composed of Congress which has two chambers, the Senate and House of Representatives. The executive branch is led by the President and also includes the Vice President and Cabinet. The judicial branch is the federal court system. It also provides details on different employment-based green card preference categories for immigrants.
Coca-Cola introduced New Coke in 1985 to replace the original formula after losing market share to Pepsi. However, consumers strongly rejected the change and demanded the return of Coca-Cola Classic. After receiving thousands of complaints, Coca-Cola re-introduced the original formula just 79 days later. The company had underestimated the brand loyalty and cultural significance of the original Coca-Cola to many consumers. This marketing failure showed that consumer research does not always accurately predict public response.
Poor communication is one of the biggest inhibitors of group performance as individuals spend most of their waking hours communicating. Communication is central to an organization's existence as it involves both external communication with clients and internal communication with employees. Effective communication helps clarify tasks and goals while reducing ambiguities, but various barriers like language differences, emotions, and information overload can distort communication.
It is illegal in the US to ask about personal details such as nationality, religion, age, marital status, military background, health, union membership, and place of residence when hiring or interviewing applicants. Questions about these topics are prohibited under anti-discrimination laws aimed at protecting job seekers' privacy and preventing bias in employment decisions. Employers must evaluate candidates solely based on their qualifications for the job.
This document discusses health and wellness, mentioning courage, yoga, emotion, focus, illness, research, habit, unhealthy habits, and working out in a healthy way. Maintaining good habits and an active lifestyle can help overcome illness and other challenges with courage, mindfulness, and focus on emotional and physical well-being.
Manners at the dinner table have traditionally included not using your cell phone, keeping elbows off the table, and waiting for everyone to be seated before eating. However, some question if manners have changed too much over generations and how the pandemic may further influence accepted behaviors.
The lights festival is returning to the Talladega GP Raceway in Munford, Alabama and will serve communities in Huntsville, Birmingham, Montgomery, Atlanta, and Chattanooga. Adult entry tickets are $40. The document also briefly mentions engagement rings, TVs, watches and restaurant escargots priced in US dollars along with photos of urban landscapes, lakes, woods, modern architecture, traffic, fields and a statement about Memphis being located in Tennessee.
The document provides instructions to choose one of several products and make a short sales presentation about it. It then lists several products including a goatee shaping template, a hair clipping umbrella, a neck traction device, a cooling neck collar, a hair dryer cap, and a portable urinal. It concludes with a pheromone-infused lingerie wash.
The document discusses multicultural interactions and the extinction of mammoths. It mentions multiculturalism and the location where mammoths lived and eventually died out while interacting with other groups.
The document discusses various crises and disasters including running out of resources, assembling in response to environmental issues, and providing affordable alternatives to pollution, natural disasters like tornadoes, volcanoes, earthquakes, and floods.
The document presents several common stereotypes or generalizations about different groups of people. It suggests that stereotypes are often not accurate reflections of reality and questions whether others perceive us in the same way we see ourselves. Some of the stereotypes mentioned include assumptions about gender differences in style, the relationship between social media use and social skills, the healthiness of vegetarian versus meat-eating diets, how easy younger generations have it compared to their parents, the endurance of school friendships, how siblings get along, and the relationship between taste and healthiness in food.
The document asks a variety of questions about personal finances, relationships, opinions on controversial issues, and appropriate responses to greetings and farewells in different social situations. It inquires about saving habits, purchasing used goods, tipping servers, donating to those in need, preferred and least-liked stores, handling finances in marriage, how money impacts happiness, if money is more important than love, appropriate pay for different jobs, food in schools, television content, amusement parks, the death penalty, discipline in schools, dependency on technology, and balancing family and career. It also provides greeting and farewell scenarios to determine appropriate responses.
Success is defined as something you wanted or planned to do that you have done well, with related terms including the noun success, adjective successful, and verb succeed. In contrast, the opposite of success is failure, with related terms being the noun fail and adjective failed.
This document provides conversation starters for properly introducing oneself to someone for the first time by asking them to describe themselves, their family, best friend, job, or neighborhood in just 3 words. It suggests asking open-ended questions as an icebreaker to learn more about the other person in a concise yet insightful way.
The document provides advice around family relationships, including that families should eat together daily, parents and teen children should spend quality time together, elderly parents should live with their adult children when unable to live alone due to issues like loneliness and health problems, and the most important advice to give children is to cherish time with family. It also asks questions about relationships with parents and advice received from them.
This document provides words and phrases to use when generating interest in products and making sales. It discusses 12 important buzz words or phrases to remember: sale, off, now, new, best sellers, be the first, your, thank you, remember, free/at no extra charge, try, and ends. For each word, it gives examples of how to incorporate the word when talking to customers to encourage them to buy a product or take advantage of a promotion. The overall purpose is to provide salespeople with effective language to use in their pitches to customers.
ESL 0823L week 7 a job-interview-oneonone-activities-pronunciation-exercises-...BHUOnlineDepartment
The document provides a list of potential questions that may be asked during a job interview. Some of the questions include asking about the applicant's personal information, work history, qualifications, strengths and weaknesses, availability, and long term career goals. The questions cover a range of topics to evaluate an applicant's suitability for the position.
This document lists various body parts and common physical ailments. It includes a list of 20 body parts from head to toe as well as common illnesses and feelings of sadness. It also provides sample sentences to ask someone what body part hurts or what illness they have such as "She has a sore throat" or "He's feeling sad."
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
How to Add Chatter in the odoo 17 ERP ModuleCeline George
In Odoo, the chatter is like a chat tool that helps you work together on records. You can leave notes and track things, making it easier to talk with your team and partners. Inside chatter, all communication history, activity, and changes will be displayed.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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Find out more about ISO training and certification services
Training: ISO/IEC 27001 Information Security Management System - EN | PECB
ISO/IEC 42001 Artificial Intelligence Management System - EN | PECB
General Data Protection Regulation (GDPR) - Training Courses - EN | PECB
Webinars: https://pecb.com/webinars
Article: https://pecb.com/article
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Walmart Business+ and Spark Good for Nonprofits.pdfTechSoup
"Learn about all the ways Walmart supports nonprofit organizations.
You will hear from Liz Willett, the Head of Nonprofits, and hear about what Walmart is doing to help nonprofits, including Walmart Business and Spark Good. Walmart Business+ is a new offer for nonprofits that offers discounts and also streamlines nonprofits order and expense tracking, saving time and money.
The webinar may also give some examples on how nonprofits can best leverage Walmart Business+.
The event will cover the following::
Walmart Business + (https://business.walmart.com/plus) is a new shopping experience for nonprofits, schools, and local business customers that connects an exclusive online shopping experience to stores. Benefits include free delivery and shipping, a 'Spend Analytics” feature, special discounts, deals and tax-exempt shopping.
Special TechSoup offer for a free 180 days membership, and up to $150 in discounts on eligible orders.
Spark Good (walmart.com/sparkgood) is a charitable platform that enables nonprofits to receive donations directly from customers and associates.
Answers about how you can do more with Walmart!"
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
Learning Objective 2.1: Define personality, and discuss the role of heredity.
Learning Objective 2.1: Define personality, and discuss the role of heredity.
Understanding your own personality and the personalities of others is critical. This is because personality and other individual differences are relatively stable over the life course.
Personality may affect our work habits and how we interact with our coworkers. However, personality and most individual differences aren’t like other areas of organizational behavior (OB) where the manager can influence the outcomes by intervention. Individual differences are aspects of OB that must be understood, and leaders must often work with them rather than try to change people. This is why we often hear people speak about two people who just don’t get along as a “personality clash.”
Learning Objective 2.1: Define personality, and discuss the role of heredity.
Personality matters because it is linked to social behavior in organizations. Personality may affect our work habits and how we interact with our coworkers. However, personality and most individual differences aren’t like other areas of organizational behavior (OB) where the manager can influence the outcomes by intervention.
Learning Objective 2.1: Define personality, and discuss the role of heredity.
Individual differences are aspects of OB that must be understood, and leaders must often work with them rather than try to change people. This is why we often hear people speak about two people who just don’t get along as a “personality clash.”
Learning Objective 2.1: Define personality, and discuss the role of heredity.
Can a brilliant engineer who is introverted change his personality and become an extraverted visionary leader? In other words, are personality traits inborn or learned? This question has been addressed by the famous Minnesota twin studies.
Learning Objective 2.1: Define personality, and discuss the role of heredity.
Can a brilliant engineer who is introverted change his personality and become an extraverted visionary leader? In other words, are personality traits inborn or learned? This question has been addressed by the famous Minnesota twin studies.
Minnesota twin studies--twins born in Minnesota from 1936 through 1955 were asked to join a registry. Identical twins (monozygotic and dizygotic reared apart, MZAs and DZAs, respectively) were confirmed through birth records, and 80% of the surviving, intact pairs were located and recruited for participation in various psychological studies. Some twins were reared apart for various reasons (e.g., adoption). These twins tell us a great deal about the contribution of heredity compared to the child rearing environment. A study showed that 50% of the variation in occupational choice (whether a person is a dentist or a soldier, for example) is due to heredity. Most people are surprised to learn this. Another study of MZA and DZA twins showed that 40% of the variance in values related to work motivation could be attributed to heredity whereas 60% was due to the environment (and measurement error). The implications for a leader are that while personality might change, most psychologists believe that it is a relatively stable individual difference. Instead of trying to change a coworker’s personality, it is perhaps better to learn about personality differences, understand how different personalities operate at work, and then learn to work effectively with different types. Psychologists have developed inventories (personality tests) to assess personality differences. These tests are useful in training programs on conflict resolution and team building.
Learning Objective 2.1: Define personality, and discuss the role of heredity.
The implications for a leader are that while personality might change, most psychologists believe that it is a relatively stable individual difference. Instead of trying to change a coworker’s personality, it is perhaps better to learn about personality differences, understand how different personalities operate at work, and then learn to work effectively with different types. Psychologists have developed inventories (personality tests) to assess personality differences. These tests are useful in training programs on conflict resolution and team building.
Learning Objective 2.1: Define personality, and discuss the role of heredity.
With the research on the twins reared apart and evidence from the Big Five personality theory relating personality traits to leader emergence in groups, one question that arises is whether leaders are born to greatness or if leadership can be acquired by anyone. There are arguments on both sides of this issue among scholars of OB.
For example, research suggests genetic factors contribute as much as 40% to the explanation of transformational leadership. This suggests that much of charismatic, visionary leadership is an in-born trait. On the other hand, many people believe that transformational leadership can be learned, and experimental research has shown that leaders can be trained to exhibit charismatic behaviors. Followers responded positively to leaders that have been trained and their performance increased.
An integrative perspective suggests that leaders have certain inborn traits that predispose them to self-select into leadership positions.
For example, an employee that exhibits extraversion might be more likely to pursue a high-level position in an organization. Once hired into a leadership role, these people may respond to leadership training more than those who are not as interested in becoming leaders.
The best thinking on this at present is that leadership is most likely a combination of inborn traits and learned behavior. The implications for organizations are to carefully select those hired into leadership and then provide the training needed to enhance leader effectiveness. Those with innate leadership skills have an advantage, but an individual may be able to enhance his or her leadership capabilities by learning about the behaviors that comprise effective leadership and then practicing the behavioural skills needed.
Learning Objective 2.2: Discuss the benefits and limitations of using the MBTI in organizations.
The Myers-Briggs Type Indicator (MBTI) is the most often administered personality test to non-psychiatric populations (i.e., the “well population”). The publishers of the MBTI, Consulting Psychologists Press, report that over two million people take the MBTI every year. Because it was developed and normed on “well people,” it has been a popular approach with organizations and is used by Hallmark, GE, and many other large organizations in their leadership training and development programs. The MBTI was developed by a mother and daughter team, Katherine Briggs and Isabel Myers-Briggs, following World War II and is based upon the personality theories of Carl Jung. Murray, J. B. (1990).
Learning Objective 2.2: Discuss the benefits and limitations of using the MBTI in organizations.
The MBTI is based upon four general personality preferences:
1. Introversion (I) versus extraversion (E): Extraverts tend to be outgoing; introverts tend to be shy.
2. Sensing (S) versus intuition (N): Sensing types tend to be practical; intuitive people tend to be “idea people.”
3. Thinking (T) versus feeling (F): Thinking types tend to use logic; feeling types tend to use emotion.
4. Judging (J) versus perceiving (P): Judging types tend to make quick decisions; perceiving types tend to be more flexible.
People who take the MBTI are then grouped into 16 personality “types” based on these characteristics. For example, an ENTP would be extraverted, intuitive, thinking, and perceiving. This person might be attracted to starting their own business, for example. In contrast, an INTJ is introverted, intuitive, thinking, and judging and may be attracted to a scientific career. ISTJs are detail-oriented and practical, where ESTJs are organizers and may be comfortable in managerial roles.
Learning Objective 2.2: Discuss the benefits and limitations of using the MBTI in organizations.
There has been limited research support for the reliability and validity of the MBTI. If you take the test again, you may not receive the same score, and the matter of whether people are actually classifiable into the 16 categories is questionable., However, the MBTI remains the most popular personality test in use for organizations. Also, it is important to note that the MBTI has not been validated for selection; in other words, its publisher makes it clear that you should not use the MBTI to hire people for particular jobs in an organization.
Learning Objective 2.2: Discuss the benefits and limitations of using the MBTI in organizations.
The best uses for the MBTI appears to be for conflict resolution and team building, and this is where it is most often used in management training programs and classrooms. The value of the MBTI is to enable people in organizations to discuss personality differences in their approach to work in a nonjudgmental way.
All of the labels in the MBTI are neutral; it is not better or worse to be judging or perceiving
At the workplace, everyone has something to offer, and it takes all types of people for teams and organizations to be effective. For a leader, this underscores the importance of understanding individual differences because to build effective teams, everyone needs to feel valued to be engaged.
Learning Objective 2.3: List and explain the five factors in the Big Five theory of personality.
After much research examining personality inventories, the developers of the Big Five theory of personality concluded that personality could be summarized using five factors: openness, conscientiousness, extraversion, agreeableness, and neuroticism.
Learning Objective 2.3: List and explain the five factors in the Big Five theory of personality.
Table 2.1: The Big Five Personality Characteristics
Research has shown that emotional stability relates to the ability to cope with stress, and those with higher openness adjust better to organizational change. Given the strong research support for the relationships of the Big Five personality variables and relevant performance and career outcomes, leaders need to know that instruments such as the Big Five inventories successfully predict performance and can be used as one component in making hiring decisions. For this reason, personality research has a great deal of practical utility for organizations.
Learning Objective 2.4: Compare and contrast the Type A and Type B behavior pattern.
We have heard the phrase “stress kills,” but is there any truth to this? Some years ago, cardiologists showed a link between a personality trait called Type A behavior and cardiovascular heart disease. Their theory was based on observing patients in their waiting room; some sat patiently reading a magazine, for example. Others sat on the edge of their seats and got up frequently (they literally wore out the edges of the chairs and armrests)!
Learning Objective 2.4: Compare and contrast the Type A and Type B behavior pattern.
The doctors conducted a study over a long period of time and asked questions such as the following:
1. Do you feel guilty if you use spare time to relax?
2. Do you need to win in order to derive enjoyment from games and sports?
3. Do you generally move, walk, and eat rapidly?
4. Do you often try to do more than one thing at a time?
Study respondents were then classified into one of three groups: Type A (competitive, aggressive), Type B (relaxed, easygoing), or Type C (nice, hardworking, people who try to appease others). By the end of this long-term study, 70% of the men who were classified has Type A had coronary heart disease. This study had several limitations including that it was only conducted on men who were middle-aged, and the researchers didn’t take into account other factors such as the dietary habits of the study participants. However, this study generated media interest and led to additional research. A review of this research indicated that there is an association between Type A behavior (particularly hostility) and heart disease. Examples of hostility-related questions are “Do you get irritated easily?” and “Are you bossy and domineering?” And research has shown that the Type A behavior pattern (i.e., “stress energized”) is exhibited in samples of women also.
Learning Objective 2.4: Compare and contrast the Type A and Type B behavior pattern.
Figure 2.1 summarizes the four personality types, and you can reflect on the checklists in each cell to get a sense of whether you may fall into Type A, B, C, or D. This may be scary news if you think you may have Type A or D personality characteristics. However, there is some good news. Being able to express your emotions may also reflect a “healthy” Type A pattern. It is important for people with a Type A personality to be able to talk to another person about the stress they are experiencing. Second, research has shown that having a “hardy” personality (e.g., letting stress roll off of your back rather than ruminating on your problems) has been shown to reduce the potential for personality type to affect health., Also, social support from family, friends, and coworkers can alleviate some of the detrimental effects of personality traits on health.
Learning Objective 2.5: Develop an example of a job that would benefit from risk-taking.
The trait of Machiavellianism (sometimes abbreviated Mach) refers to a person who believes that the “ends justify the means.” In other words, such a person will do whatever it takes to win. The trait is named for Niccolo Machiavelli, who wrote a book called The Prince, which detailed his strategies for gaining and holding onto power in the sixteenth century. Hi Mach individuals believe that other people can be manipulated, and that it is permissible to do so to reach their goals.
Mach--The degree to which and individual is pragmatic, maintains emotional dissonance, and believes that ends justify the means.
Learning Objective 2.5: Develop an example of a job that would benefit from risk-taking.
Figure 2.2 The Structure of Machiavellianism.
Recent research has conceptualized Mach as being comprised of a complex set of characteristics: a tendency to distrust others, a willingness to engage in amoral manipulation, a desire to accumulate status for oneself, and a desire to maintain interpersonal control (see Figure 2.2).
Learning Objective 2.5: Develop an example of a job that would benefit from risk-taking.
Have you ever known someone who had a chameleon-like personality and adapted to the situation they are in? Such individuals who are keenly sensitive to the cues they see in every situation they are in and adapt their behavior to fit in. This is known as self-monitoring and is defined as “self-observation and self-control guided by situational cues to social appropriateness.” High self-monitors are very adaptable to situations and low self-monitors are not able to pretend that they are someone that they are not. In other words, low self-monitors are true to themselves and don’t take cues to change their behavior from social situations. They are consistent in their display of feelings and attitudes regardless of the situation.
Learning Objective 2.5: Develop an example of a job that would benefit from risk-taking.
In the workplace, high self-monitors receive higher performance ratings, and become leaders, but have lower organizational commitment. They do, however develop better working relationships with bosses than low self-monitors and this helps explain the higher performance ratings they receive. Not surprisingly, they achieve more rapid career mobility since they are able to attain central positions in the powerful networks in the organization. Despite the positive outcomes associated with self-monitoring behavior, there may be a downside to this trait. A research study found that high-self monitors may engage in counterproductive work behavior toward the organization (e.g., falsifying a receipt to get reimbursed for more money, or taking an additional or longer break than is acceptable). They may reach their goals by doing whatever it takes to win (similar to behavior of high Mach employees).
Learning Objective 2.5: Develop an example of a job that would benefit from risk-taking.
Some people are naturally prone to taking risks and others are risk-averse. Risk-taking is a personality trait defined as “any purposive activity that entails novelty or danger sufficient to create anxiety in most people. Risk taking can be either physical or social, or a combination of the two.” (Levenson, 1990)
Learning Objective 2.5: Develop an example of a job that would benefit from risk-taking.
Rock climbers are an example of people who assume the physical aspect of risk-taking. Firemen can be considered risk-takers that are both social and physical because they risk physical harm but it is to help others so it has a social component. Entrepreneurs can be considered social risk takers but not physical. Entrepreneurs have been found to have a higher risk-taking propensity than general managers. Moreover, there are larger differences between entrepreneurs whose primary goal is venture growth versus those whose focus is on producing family income. Risk-taking has been examined in the general population and across cultures and the evidence is interesting. Survey data from 77 countries (147,118 respondents) suggests that risk-taking declines across the life span – as we get older, we take fewer risks. However, there are differences across countries. In countries in which hardship (e.g., social unrest and economic strife) exists, risk does not decline as the people get older. These findings suggest that when resources are scarce, people must continue to assume risk to compete for resources, so risk-taking does not decline as they age.
Learning Objective 2.6: Summarize the elements of psychological capital.
Positive organizational behavior (POB), borrowed from Positive Organizational Scholarship is an emerging field.
POB is “the study and application of positive-oriented human resource strengths and psychological capacities that can be measured, developed, and effectively managed for performance improvement in today’s workplace” (Luthans, 2002, p. 59).
Learning Objective 2.6: Summarize the elements of psychological capital.
In Positive organizational behavior (POB), only positive psychological capacities are included.
Being state-like versus trait-like, these positive aspects could be developed through performance improvement solutions such as training programs and other engagement interventions.
Psychological Capital (PsyCap) has been shown to be positively related to employee empowerment and engagement. Fred Luthans and his colleagues have articulated a four-part explanation of PsyCap. Just like we have financial capital, these state-like qualities represent the value of individual differences at the workplace. In other words, PsyCap is more than “what you know” or “who you know.” It is focused on “who you are” and “who you are becoming.”
Learning Objective 2.6: Summarize the elements of psychological capital.
Fred Luthans and his colleagues have articulated a four-part explanation of PsyCap. Just like we have financial capital, these state-like qualities represent the value of individual differences at the workplace.
These four characteristics are as follows:
Efficacy--a person’s belief that they have the ability to execute a specific task in a given context
Optimism--a positive outcome outlook or attribution of events, which includes positive emotions and motivation
Hope--the will to succeed and the ability to identify and pursue the path to success
Resiliency--coping in the face of risk or adversity; the ability to “bounce back” after a setback
Learning Objective 2.6: Summarize the elements of psychological capital.
Figure 2.3: Dimensions of Positive Psychological Capital.
Summarizes the relationships of the four PsyCap elements and organizational outcomes that relate to the competitive advantage of organizations.
Learning Objective 2.7: Explain the effects of positive and negative core self-evaluations.
Core self-evaluations (CSE) are defined as “fundamental premises that individuals hold about themselves and their functioning in the world.” (Judge, 1998)
People who have a high core self-evaluation see themselves as competent and in control. An experimental study found that management students who scored high on core self-evaluations chose more complex tasks.
Learning Objective 2.7: Explain the effects of positive and negative core self-evaluations.
Core self-evaluations relate to job satisfaction and this is, in part, due to high CSE employees taking on more challenging tasks and seeing their work as personally fulfilling.
Having a positive core self-evaluation predicts employee voice--in other words, such individuals are more likely to speak up and make suggestions about how to improve the work situation.
Given the relationships of CSE and job performance, it is not surprising that the research evidence shows a positive relationship between CSE and higher salaries (when the manager had strong networking relationships with select mentors rather than lots of relationships).
Core self-evaluations have also been strongly related to both persistence in job search behavior and success.
Higher core self-evaluations are associated with early job success as well as higher career success over time.
CSE shows that your concept of self-worth will likely translate into net worth.
Learning Objective 2.8: Compare and contrast person-organization fit and person-job fit.
Person-Environment (PE) fit has shown that when an individual’s personality is aligned with their environment, it results in job satisfaction, organizational commitment, and better performance on the job. Also, employees that fit their work environment are less likely to quit.
There are different forms of how a person fits into their work environment and two types of PE fit are important: 1. person–organization (PO) fit, which is the match between the person and the organization and 2. person–job (PJ) fit, which is the match between the person and the job.
Learning Objective 2.8: Compare and contrast person-organization fit and person-job fit.
Person-Organization (PO) fit is viewed as the match between a person’s individual values and those of the organization they work for.
PO fit is often considered in the context of recruiting employees who will “fit in” with the organizational culture. Organizations seek applicants that embrace their organizational culture and values. Job candidates are interested in working for an organization that has values similar to their own. This is because people are attracted to and trust others that they view as being similar to themselves.
Good fit is the result of better communication among employees, increased predictability, interpersonal attraction, and trust in the organization, with trust being the key component that explains the positive outcomes of PO fit.
Research evidence shows that good PO fit is positively related to job satisfaction, organizational commitment and job performance.
Employees feel a sense of psychological ownership for their work because they feel a sense of belonging and experience the organization as a place that makes them feel comfortable, positive, and safe.
Learning Objective 2.8: Compare and contrast person-organization fit and person-job fit.
Good Person-Job (PJ) Fit occurs when job characteristics are aligned with employees' personality, motivations, and abilities. The concept of PJ Fit also includes the fit with the work group and the supervisor.
PJ Fit is comprised of two forms:
1. Demands-abilities (DA) fit--which refers to the compatibility between the employee's knowledge, skills, and abilities, and the demands of the job. The job characteristics are neither too easy nor too difficult for the abilities of the employee; they match.
2. Needs-supplies (NS) fit--refers to the extent to which the job supplies the employee's needs. This form of PJ fit addresses whether the job fulfills the employee’s needs for interesting work and a sense of meaning in their work.
Learning Objective 2.8: Compare and contrast person-organization fit and person-job fit.
Figure 2.4 Personality-Job Fit Theory
One of the best-researched theories of PJ fit is John Holland’s personality-job fit theory. He discovered six different personality types and examined occupations that match these types (see Figure 2.4 above)