Part 6 Flashcards
Leadership that has the potential to elevate followers in the long
term, such that followers can achieve greater levels of both well-being and effectiveness themselves.
Positive Leadership
Promotion of both psychological and physical health at work
Job well-being
3 assessable aspects of affective well-being on
two orthogonal dimensions (Warr, 1987, 1990)
- Axis of pleasure or displeasure
- Axis ranging from anxiety to comfort
- Axis from depression to enthusiasm
Purpose of the 3 assessable aspects of affective well-being on
two orthogonal dimensions
Measures of affective well-being that assess anxiety, depression, psychological distress, and psychosomatic symptoms aim to detect ill health, as opposed to positive
mental health.
Measures of positive mental health, on the other hand, capture high
arousal–high pleasure states such as enthusiasm.
Pleasurable emotional state resulting from the appraisal
of your job experiences
“Passive” form of mental health because most measures of job satisfaction assess only
the degree of pleasure or displeasure derived from the job and do not include the
arousal state.
Job Satisfaction
Employees, while “happy,” may also experience little aspiration and acquiesce to job constraints.
“Resigned” job satisfaction
Types of mental health that may
persevere and represent more active states and behaviors than most traditional
indicators of well-being (Warr).
• Positive self-regard (e.g., high
self-esteem)
• Perceived competence (e.g., effective coping)
• Aspiration (e.g., goal
directedness)
• Autonomy (e.g., proactivity)
• Integrated functioning (e.g.,
balance, harmony, and internal relatedness).
4 types of behaviour of Transformational Leadership
- Idealized influence
- Inspirational
motivation - Intellectual stimulation
- Individualized consideration
Type of behaviour in Transformational Leadership which reflects behaviors that leaders enact because they choose to do
what is right, rather than what is expedient, simple, or cost-effective.
Idealized Influence
Type of behaviour in Transformational Leadership in which leaders inspire their followers to
be their very best and to greater levels than the followers themselves ever thought
possible by instilling in their employees realistic feelings of self-efficacy, feelings of what can be accomplished rather than fears of
what cannot be accomplished.
Inspirational Motivation
Type of behaviour in Transformational Leadership in which leaders no longer provide all the answers for
others.
They challenge employees to think more for themselves and to continuously question their long-held and cherished assumptions.
Intellectual Stimulation
Type of behaviour in Transformational Leadership in which leaders show their concern for their employees’ development and physical
and psychological safety.
They do this by listening, caring, empathizing, and
being compassionate, perhaps especially during the most difficult of times when
employees need them the most.
Individualized Consideration
Reflects the judgment of an individual’s ability to accomplish a certain level of performance.
Enable individuals to confront formerly fear and anxiety-provoking stimuli
Self-efficacy
Individual’s willingness to be
vulnerable to another individual.
Trust
Willingness of employees to be vulnerable to their leader.
Trust in management
Aim or purpose that
people have for working.
Meaning of work
Theory which states that an individual’s self-concept is composed of a personal
identity, which encompasses idiosyncratic characteristics, and a social identity,
which encompasses the salient groups to which an individual belongs.
Social identity theory
2 of the
salient groups to which we belong in terms of an individual’s sense of belonging in the work domain
Organization
Our occupation
Perceived oneness with an organization and the experience of the organization’s successes and failures as one’s own
Organizational identification
Sense of oneness with an occupational group
Occupational identity
The model LINKING TRANSFORMATIONAL LEADERSHIP AND WELL-BEING proposes that transformational
leadership influences well-being via four key psychological mechanisms:
- Self efficacy (i.e., belief in your ability to perform)
- Trust in management (i.e., belief in
your leader) - Meaningful work (i.e., a sense of making a valuable contribution)
- Identity with your organization and occupation (i.e., a sense of belonging to an important collective).
Work that is considered disgusting and/or
degrading and is stigmatized by society
Dirty work
Examples of dirty workers
•Physically tainted work roles (e.g., janitors, funeral directors)
• Socially tainted work roles (e.g., prison guards)
• Morally tainted work
roles (e.g., sex workers)
Ability to provide consistent, near-perfect performance in a given
activity.
Strength
Key to building strength (3)
Identify dominant themes of talent
Discover specific talents within those themes
Refine them with knowledge and skills
Naturally recurring patterns of
thought, feeling, or behavior that can be productively applied.
Talent
At the individual level, strengths-based development involves 3 stages:
- Identification of talent
- Integration into how the individual views himself or herself
- Behavioral change
Traces of talents can be identified in several ways (4)
• Spontaneous reactions
• Yearnings
• Rapid learning
• Satisfaction
Subconscious, immediate responses to a given situation.
Spontaneous reactions
A passion for a new hobby, a need to keep things neat and tidy, and a desire
to learn a new language could be indications of talent.
Yearnings
If someone enjoys the process of planning a family reunion, reading a
technical paper, or giving a speech to a large audience, the chances are that they are
appealing to one or more of their talents
Satisfaction
The Gallup Organization designed a web-based assessment called
____________ to assist in
the talent discovery process by measuring the predictability of patterns of behavior
within individuals.
StrengthsFinder
Scientific study of
optimal human functioning
Positive Psychology
2 components of HOPE
- Agency
- Pathways
Component of HOPE:
Goal-directed determination
Agency
Component of Hope:
Planning ways to meet
goals
Pathways
Describes an individual’s present goal-directed thinking.
State hope
Subjective well-being (Diener, 1984) can be distilled into
3 components:
Positive affect
Negative affect
Life satisfaction
Defined as, “an individual’s conviction (or confidence)
about his or her abilities to mobilize the motivation, cognitive resources, and
courses of action needed to successfully execute a specific task within a given
context”
Self-efficacy
Defined as the tendency for people to accept very vague or general feedback as accurate
Barnum effect
Self-fulfilling prophecy
where subordinates perform better when expected to do so by their superiors
Pygmalion effect
Technique that encourages people to accept difficulties and see how they can work toward a goal
despite the difficulties.
Yes and technique
The Gallup Organization lists 34 talents, grouped under 4 themes:
- Relating: for example, communication, empathy
- Thinking: for example, analytical, strategic
- Striving: for example, adaptability, focus
- Impact: for example, positivity, command
Ability to see a situation from the other’s point of view and to see ramifications for
different parties
Relativistic thinking
Ability to bounce back from adversity
Resilience
Multidisciplinary teams are responsible for particular product types.
Cell manufacturing
The changes to practice have so transformed many organizations that the manager is now more commonly pictured as the ______
Conductor
Aims to compare the processes
and practices of one’s own organization with those in successful competitor organizations
Benchmarking
A phenomenon where people show that they take
longer to decide which problem is worth addressing.
Problem finding
Theory arguing
that creativity is a natural property of adaptive living systems
Complexity theory
Generation of coaches established the existence of the profession; brought it to the attention of the business world; and established
basic models of application
First-generation coaching
Model where client is a co-active, equal partner.
The
coach’s job is to pull as much relevant material as possible from the client and
those in the organization, using the armamentaria of interview techniques, psychometrics, personality instruments, and business data. Then coach and coachee
can work together as co-researchers and decide how best to harness this information and put it to use.
Coactive/Egalitarian model
Training manual the work of coaching (life or executive) is to assume the client is
whole and proceed to help them articulate and follow their own agenda, design an
optimal relationship, and hold the client accountable in the manner he or she has
chosen.
Co-Active Coaching
Theory which suggests that executive coaching should be integrative and holistic in approach.
Lazarus multimodal theory
Lazarus multimodal theory:
To achieve this, the coach evaluates seven dimensions of the client’s life in terms of their “BASIC ID”:
Behavior
Affect Sensation
Imagery
Cognition
Interpersonal Relationships
Drug/Biology modality
State where a person becomes utterly absorbed in a task, to the extent that he loses track of time
Flow
Study and application of positively oriented human resource strengths that can be
measured, developed, and effectively managed for performance improvement in
today’s workplace
Positive organizational behavior
3 POB constructs receiving recent
attention
Hope
Subjective well-being
Confidence
