Chapter 3 - Board director demographics and attributes Flashcards
Woolley (2008)
the greater the proportion of experts a team had, the more likely it was to disintegrate into non-productive conflict or staelement
Helen White, CEO of Taff Housing Association
“Make sure the sum is greater than the parts. I’ve sometimes beein in ‘incompetent groups of competent individuals’ where, on paper, we were a great board, and yet we made poor decisions together. Lots of big personalities aren’t awlays conducive to good collective decisions”
“Surface diversity”
just because a director technically repersents a group (their “surface diversity”) doesn#t mean that they either actually represent diverse views or indeed that the board dynamic will enable these to be tapped into
If IQ (intellectual quotient) gets you hired, emotion quotient (EQ) gets you promoted.
David Goleman definition:
“the ability to identify and manage one’s own emotions, as well as the emotions of others”
EQ peaks
EQ peaks around managerial level and gradually declines in inverse proportion as one climbs the organisational greasy pole. Senior Executives may have the lowest emotional intelligence on average of all employees
Jacinda Ardern
“I refuse to believe that you cannot be both compassionate and strong.”
Margaret Parker Follett (1947)
“leadership is not defined by the exercise of power, but by the capacity to increase the sense of power among those led”
According to Goleman and Hay Group, which two leadership styles are most and least effective?
visionary and coaching; directing and pacesetting
According to American Psychological Association what is “resiliance”
“process of adapting well in the face of threats or significant sources of stress. It means ‘bouncing back’ from difficult experiences.”
What is learning agility?
Mindset and corresponding collection of practices that allow leaders to continually develop, grow and utilise new strategies that will equip them for the icnreasingly complex problems they face in their organisations.
What are £enabling behaviours” for learning agility?
- innovating: questioning the status quo, challenging assumptions and seeing things from multiple perspectives
- performing: immersing yourself in the experience, observing, listening and quickly processing data
- reflecting: gaining feedback and self-awareness
- risking: progress, rather than thrill-seeking risk that streches and where success is not guaranteed
What are the four basic fundamental human needs:
- autonomy
- belonging
- competence
- meaningW
What is a useful test for narcissistic personality disorder?
SPECAL
- special
- preoccupied with fantasies
- entitlement
- conceited
- interpersonal exploitation
- arrogant (haughty)
- lacks empathy
