Strength vs Trait/Skill is an attribute or quality of an individual that accounts for successful performance, it is the characteristic, or
series of characteristics, we demonstrate when our performance is at its best. It is an applied trait. traits are characteristics of people
that are often inherited; in the case of strengths, these traits are being engaged at their highest level. skills are learned
competencies; everyone can be taught skills. Strengths are expressions of a preexisting capacity and are unique to each person. A skill
can become a strength, however.
4 domains of leadership strengths are executing, influencing, relationship building, and strategic thinking Exmple: Maria is a leader
with strengths in one domain but has the wisdom to hire personnel who have strengths in other domains. Collectively, the combined
strengths of Maria and her team allow them to have a very successful bridal shop. CAPP Criteria1 performance-how good we are at
doing something; 2 energy-how much vitality we get out of it; and 3 use—how often we are able to do it.
4M model Quadrants
Realized strengths are personal attributes that represent our strongest assets
Unrealized strengths are personal attributes that are less visible
Learned behaviors represent those ingrained things we have learned throughout our life experience.
Weaknesses are our limiting attributes. They often drain our energy
The Strengths Profile suggests ways people can be more effective by increasing their strengths and minimizing their
weaknesses
To which areas should leaders attend to create a positive work environment?
argues that leaders who want to create a positive work environment should attend to four areas: climate, relationships,
communication, and meaning. To create a positive climate, leaders should foster among their employees’ virtues such as
compassion, forgiveness, and gratitude
Chapter 7: Creating and Communicating a Vision
Mission vs Vision: mission-•What the organization does• How to achieve vision
•The "what" & "how “vision-A mental model of an ideal future state
•The guiding beacon of the organization The "why" vision needs To be compelling, must be desirable and attainable
Mental Models (aka Schemas) Influenced by:
• Experiences • Education • Culture • What we watch, read, listen to, etc
•Allow for quick information processing • Can lead to stereotyping
Being unwilling to change your model leads to poor visioning and poor leadership
Sensemaking: process of creating a new mental model or schema
Making sense” of the unknown or a disruption
• Internal: Why am I not getting along with my new boss? • Interpersonal/Social: Why did Nancy get fired?•
Organizational: Why are we losing employees to our competitors?
• External: What are the trends for the future? How does COVID-19 impact our present and future operations? Taking in
information, Processing it, Avoiding bias, Testing our assumptions Not being afraid to change course, Often not done by
one person but by teams
Skills to communicate a vision
1. Adapt the vision to your audience2. Highlight values3. Select uplifting words and symbols; show value
4. Use inclusive language5. Be specific to provide guidance, vague for flexibility
Leadership Skills to implement a vison
1. Acting out the vision 2. Setting performance expectations 3. Keeping eyes on the goal 4. Sharing work and empower
people
Chapter 8: Establishing a Constructive Climate A positive climate is shaped by the degree to which people feel they are
supported, appreciated, and encouraged for their roles in the organization . A constructive climate is just that: an
atmosphere that promotes group members’ satisfaction and achieving their personal best.
organization’s culture, which is created by the beliefs, values, and traditions that are widespread in the organization. An
organization’s culture develops over longer periods from the many interactions that occur within the group or
organization. Factors in Constructive Climate: When a leader creates a constructive climate, they help group members
perform at their highest levels of excellence, to create a constructive climate, a leader needs to consider four factors:
providing structure, clarifying norms, building cohesiveness, and promoting standards of excellence.
Building Norms: Understand how they develop 2. Shape a norm through explicit discussion of it 3. Positively reinforce those
who follow norms and sanction those who don’t 4. Role model behaviors you want to be norms
Building cohesiveness• Create a climate of trust• Invite to become active participants• Be willing to listen and accept
members for who they are• Help achieve individual goals
Promoting Standards of Excellence1. What skills and knowledge do we need?2. How much initiative and effort should we
show?3. How should we treat one another?4. How significant are deadlines?5. What goals do we need to achieve?6. What
the rewards/consequences for meeting/not meeting these goals?
Groupthink • Signs of overconfidence • Signs of closed-mindedness • Signs of group pressure
8 signs: Signs of Overconfidence 1. Illusion of invulnerability 2. Belief in inherent morality of group Signs of ClosedMindedness 1. Collective rationalization 2. Stereotypes of outside groups Signs of Group Pressure 1. Pressure on dissenters 2.
Self-censorship 3. Illusion of unanimity 4. Self-appointed mindguards
Avoid it? • Don’t express a preference • Urge deliberation and consideration of alternatives • Support critical evaluation
(appoint devil’s advocate) •Invite experts to weigh in • Break group up into subgroups, unite to negotiate differences • Allow
anonymous feedback and voting
Constructive Feedback 1.Address behaviors 2. Describe specifically what you have observed
3. Use “I” language 4. Give the feedback in calm, unemotional language
Chapter 9: Embracing Diversity and Inclusion
diversity is about variety or difference Inclusion is the process of incorporating differing individuals into a group or an
organization. Equity recognizing the historic inequalities that have kept some groups, particularly racial minorities, from
having the same access to programs, financial resources, and jobs as others have
Pros to diversity and inclusion Cost savings & talent retention • Talent acquisition and utilization• Keeping and gaining
market share • Better decision making• Greater innovation • Higher performance• Excitement and commitment
Inclusion Framework Wanting to feel they included and • Need to differentiate themselves from group
Looks at How belongingness (desire to be Included) interacts with• Uniqueness (desire to maintain one’s identity)
Multilevel process centered on each person’s experience of inclusion • Result of inclusion practices at many levels •
Interpersonal, group, leader, organizational, societal Inclusion at one level related to how practiced at other levels • Needs to
happen at multiple levels • Levels interact to propel inclusion
Leaders can advance diversity and inclusion by Help others in feeling safe, Help others in feeling involved and engaged, Help
others in feeling respected and valued, Help others in feeling influential, Help others in feeling authentic and whole,
Recognize, attend to, and honor diversity, Engage in mindful communication, Establish accountability Barriers to advancing:
Ethnocentrism • Prejudice • Unconscious Bias • Stereotypes • Privilege
Chapter 10: Listening to Out-Group Members
Out Group member refers to those individuals in a group or an organization who do not identify themselves as part of the
larger group. They feel disconnected. Pros: Help prevent groupthink• Bring up uncomfortable truths• Help majority see their
biases
Reasons they form: 1. In opposition to the group (people disagree) 2. Social identity theory: individuals who don’t identify
with group’s values, norms, beliefs 3. Feeling excluded from larger group 4. Lack social or communication skills needed to
relate to larger group
Using social Id theory in Pos way: • Make people feel part of the team • Leaders include themselves in that team • Emphasize
uniqueness and superiority of group compared to a chosen out-group
Neg way • Affects community building •Negatively impacts group synergy • Shows a lack of respect in-group members
How to handle out group’s strategies : 1. Listen to Out-Group Members Listen for ideas, not just facts• Be open minded• Ask
for clarification, not justification• Monitor your nonverbal cues 2. Show Empathy to Out-Group Members- Suspend your
feelings to understand the perspective and feelings of the other person• Helps build trust and validates the follower
3. Recognize the Unique Contributions of OutGroup Members Expectancy theory: let workers know they are competent
• Acknowledging contributions(increases motivation) • Make everyone feel useful
4. Help Out-Group Members Feel Included Belongingness v. sense of self• A leader should be sensitive to out-group’s needs
and cues 5. Create a Special Relationship with OutGroup Members Use LMX theory
6. Give Out-Group Members a Voice and Empower Them to Act • An equal footing • Empower others
• Relinquish some control • Voluntary out-group choices
How to Demonstrate Empathy 1.Restatment 2. Paraphrasing 3.Reflection 4. Support
Leader–member exchange (LMX): Leaders should try to build high quality relationships with all followers
Offer new challenges • Acceptance of responsibilities • Provide mentoring and respectful communication • Validation and
connection
Positives of LMX: For the Follower • More satisfaction with job and supervisor • More satisfaction with group & organization
• Better mental health • More successful in career
For the Leader & Team • Clearer about their roles • More productive • Highly motivated • More likely to go beyond job
description • More likely to provide honest feedback
For the Organization • More committed to organization • Less likely to quit • More influential in their organization