Leadership & Inclusion samenvatting
WEEK 1
Judith’s class; self-leadership
Self-leadership is the ability to influence and direct your thoughts and
actions to reach goals and build a satisfying life successfully.
MBTI personality
- It’s a personality questionnaire
- Personality → stable characteristics
- 16 types of personalities
What can you learn from it:
- Understanding your strengths & weaknesses
- Uncover your blind spots
- How to adapt your behavior to the situation
Application areas → development, not selection
There are 16 types and you can define them by:
- Introvert vs extrovert: internal reflection and emotions or other
people and spoken words
- Sensing vs intuitive: facts and details or insights and intuition
- Thinking vs feeling: organized and planned or flexible and
spontaneous
Quadrant:
,Self-management
Self-management is the practice of taking responsibility for one’s own
actions, decisions, and behaviors. It involves setting goals, prioritizing
tasks, and organizing time efficiently to achieve desired outcomes
Self-managing people van work autonomously, take full ownership over
their tasks and achieve their goals with minimal supervision.
Setting realistic objectives, prioritizing tasks, and setting standards are
crucial components of self-management. These practices enable you to
focus your efforts, allocate resources effectively, and continually monitor
and measure your progress towards achieving your goals.
The habit hole
Cue → routine → reward
(kijk presa op canvas)
Professional behavior
Professional behavior in the workplace is a combination of attitude,
appearance and manners. It includes the way you speak, look, act and
make decisions. The main principles of professional work behavior include:
Treating your managers, colleagues and clients with respect. Projecting a
positive attitude.
Catherine’s class: introduction leadership
Leadership is the most researched area of work and organizational
psychology yes but, Frame of referen:
W = Western
E = European
I = Industrialized
R = Rich
D = Democratic
,Problem statement current leadership
What is leadership:
How good are our leaders
- Less than 40% of employees think that their leader handles in the
organization’s interests
- 78% of employees think that their leader will not admit having
made a
mistake
- 33% of employees think that their leader is a strong leader
- Only 30% of leaders are of a high quality according to HRM
professionals
- Only 42% of leaders are of a high quality according to a sample of
leaders
Why is that a problem
- Leadership affects well-being & engagement → employee
performance → organizational performance
- Boston consulting group: companies spend more then 40 billion
dollars to develop leaders business skills → low ROI
- Need was never this high
Leadership can not be taken for granted
- Peter principle
- Imposter syndrome
- Lack of leadership identity
, Peter principle
- A financial manager for whom a balance knows no secrets. But she
cannot handle the political skills of her colleagues.
- A physician who already has the necessary clinical skills from the
lab. But as head of the lab in his leadership position, he feels
hopelessly lost because he must compete with (more senior) doctors
who are less willing to innovate.
- An engineer who is fantastic in the most difficult mathematical
calculations. But this person struggles as leader of a team of people
who no longer have confidence in the organization.
Peter principle = People are promoted based on their success in
previous jobs until they reach a level at which they are no longer
competent. Skills in one job do not necessarily translate to others.
Imposter syndrome
Pattern of behaviour where people doubt their accomplishments and have
a persistent, often internalized fear of being exposed as a fraud ('it was
luck, it was good timing')
Lack of leadership identity
- Lack of self-image of a leader
- Development of leadership identity already starts in early childhood
and teenage years
- Need for role models
Competing values framework
Basic assumption of CVF
WEEK 1
Judith’s class; self-leadership
Self-leadership is the ability to influence and direct your thoughts and
actions to reach goals and build a satisfying life successfully.
MBTI personality
- It’s a personality questionnaire
- Personality → stable characteristics
- 16 types of personalities
What can you learn from it:
- Understanding your strengths & weaknesses
- Uncover your blind spots
- How to adapt your behavior to the situation
Application areas → development, not selection
There are 16 types and you can define them by:
- Introvert vs extrovert: internal reflection and emotions or other
people and spoken words
- Sensing vs intuitive: facts and details or insights and intuition
- Thinking vs feeling: organized and planned or flexible and
spontaneous
Quadrant:
,Self-management
Self-management is the practice of taking responsibility for one’s own
actions, decisions, and behaviors. It involves setting goals, prioritizing
tasks, and organizing time efficiently to achieve desired outcomes
Self-managing people van work autonomously, take full ownership over
their tasks and achieve their goals with minimal supervision.
Setting realistic objectives, prioritizing tasks, and setting standards are
crucial components of self-management. These practices enable you to
focus your efforts, allocate resources effectively, and continually monitor
and measure your progress towards achieving your goals.
The habit hole
Cue → routine → reward
(kijk presa op canvas)
Professional behavior
Professional behavior in the workplace is a combination of attitude,
appearance and manners. It includes the way you speak, look, act and
make decisions. The main principles of professional work behavior include:
Treating your managers, colleagues and clients with respect. Projecting a
positive attitude.
Catherine’s class: introduction leadership
Leadership is the most researched area of work and organizational
psychology yes but, Frame of referen:
W = Western
E = European
I = Industrialized
R = Rich
D = Democratic
,Problem statement current leadership
What is leadership:
How good are our leaders
- Less than 40% of employees think that their leader handles in the
organization’s interests
- 78% of employees think that their leader will not admit having
made a
mistake
- 33% of employees think that their leader is a strong leader
- Only 30% of leaders are of a high quality according to HRM
professionals
- Only 42% of leaders are of a high quality according to a sample of
leaders
Why is that a problem
- Leadership affects well-being & engagement → employee
performance → organizational performance
- Boston consulting group: companies spend more then 40 billion
dollars to develop leaders business skills → low ROI
- Need was never this high
Leadership can not be taken for granted
- Peter principle
- Imposter syndrome
- Lack of leadership identity
, Peter principle
- A financial manager for whom a balance knows no secrets. But she
cannot handle the political skills of her colleagues.
- A physician who already has the necessary clinical skills from the
lab. But as head of the lab in his leadership position, he feels
hopelessly lost because he must compete with (more senior) doctors
who are less willing to innovate.
- An engineer who is fantastic in the most difficult mathematical
calculations. But this person struggles as leader of a team of people
who no longer have confidence in the organization.
Peter principle = People are promoted based on their success in
previous jobs until they reach a level at which they are no longer
competent. Skills in one job do not necessarily translate to others.
Imposter syndrome
Pattern of behaviour where people doubt their accomplishments and have
a persistent, often internalized fear of being exposed as a fraud ('it was
luck, it was good timing')
Lack of leadership identity
- Lack of self-image of a leader
- Development of leadership identity already starts in early childhood
and teenage years
- Need for role models
Competing values framework
Basic assumption of CVF
