HROB Chapter 7 - HROB Chapter 7 Definitions Authenticity is...

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HROB Chapter 7 Definitions Authenticity is the state of being true to oneself; it is a way of living in which your outward actions match up with your inner self because you know who you are and what you want to be. Authentic leadership is authenticity in organizational leadership roles. Calling is an experienced passion and sense of meaning toward work or a career. Conservation of resources theory proposes that people strive to gain and maintain resources that help them achieve goals. Convergent thinking means looking at a problem from a traditional perspective and then trying to find the best solution by thinking logically. Creativity is the process of coming up with novel and useful ideas for solving a problem or developing an opportunity. Divergent thinking means looking at a problem in a unique way. Feedback-seeking behavior is asking for feedback or collecting information from the work environment to better understand how you are performing. Hubris is a “grandiose sense of self” evident in excessive confidence and narcissism. Innovation takes a creative idea and puts it into practice. Self-leadership practices are self-regulatory actions that help us manage and motivate ourselves. Stress is the body's state of heightened readiness for action in response to challenges or pressures in the environment. Stressors can be situations, events, people, or perceptions that contribute to experiencing stress. Work-family conflict is role conflict that results from the incompatibilities and pressures of work and family roles. Work-life conflict exists when work role demands interfere with life role demands
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Chapter 7 Notes One result of increased self-awareness is greater self-confidence and trust in our ability to successfully transform situations.   Others are higher self- esteem, more positive emotions, and reduced anxiety and depression. We can improve our self-awareness by adopting an ongoing process of discovery and reflection that provides insight into our strengths and weaknesses, our values, and the sources of our feelings. some people think too highly of themselves. This tendency results in hubris , a “grandiose sense of self” evident in excessive confidence and narcissism. Organizational leaders with hubris might persist in implementing their own questionable decisions, such as by overpaying for acquisitions; these actions are particularly damaging when the leader is surrounded by a weak board of directors and is given broad decision-making authority. While a conventional approach to self-knowledge focuses on how much people know about themselves, a sustainable approach is likely to include the humility to recognize that “the more you know, the more you know you don't know.” Two factors in particular are crucial for enhancing self-awareness—feedback and structured self-reflection.
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