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Leadership - Individual Behavior -

Leadership - Individual Behavior -. Individuals in the Organization. Psychological contract Set of expectations about what a person will give and get Contributions – what the person gives Inducements – what the org offers/provides Tangible and intangible, examples?

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Leadership - Individual Behavior -

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  1. Leadership - Individual Behavior -

  2. Individuals in the Organization • Psychological contract • Set of expectations about what a person will give and get • Contributions – what the person gives • Inducements – what the org offers/provides • Tangible and intangible, examples? • If there’s a perceived imbalance, one side will initiate a change • Person-job fit • Consider individual differences • Perceived values change over time (e.g. promotion)

  3. Personality TypesMyers - Briggs • Based on Carl Jung • Differentiates on 4 dimensions • Extraversion/Intraversion • Sensing/Intuition • Thinking/Feeling • Judging/Perceiving • Very popular tool • Used for career advising • Take the test

  4. Other Personality Traits • Locus of control • Degree one believes that their behavior has effect on what happens to them • Self-efficacy • Belief about one’s capabilities to do the work • Machiavellianism • Behavior aimed at gaining power and control • Self-esteem • Extent to which one believes one is worthwhile • Risk propensity • Willingness to take risks

  5. Emotional Intelligence, EQ • Emotional vs. Intelligence Quotient • Measures • Self-awareness • Managing emotions • Self motivation • Empathy • Social skills

  6. Attitudes and Behavior • Components • Affective • Feelings and emotions towards a situation • “I don’t like…” • Cognitive • Attitude derived from knowledge of situation • “This is the worst…” • Intentional • Expected behavior in the situation • “I will never…”, “I’m going to …”

  7. Attitudes and Behavior • Cognitive dissonance • When one has conflicting pieces of “knowledge” • E.g. World will end but it doesn’t • One then works to reduce the dissonance • Positive affectivity • Tendency to be positive • “glass half full” person • Negative affectivity • Tendency to be negative • “glass half empty” person

  8. Perception and Behavior • Selective perception • Bias in perceiving • Stereotyping • Labeling people based upon one attribute • Attribution • Attributing causes to behavior • Halo Effect

  9. Personality Types • Type A – extremely competitive, high urgency • Type B – less competitive, less urgency

  10. Stress • Causes • Task demands • Role demands • Physical demands • Interpersonal demands • Body’s reaction • Fight or flight • Consequences • Physical and emotional • Burnout

  11. Creativity • Creative process • Preparation • Incubation • Insight • Bed, bath, bus • Many businesses look to cultivate creativity

  12. Workplace Behaviors • Performance behaviors • What company expects employees to display • E.g. produce N parts, develop new technology • Withdrawal behaviors • Absenteeism • Turnover • “Retired but forgot to tell the company”

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