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Self reinforced behavior maintained higher rate than

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self-reinforced behavior maintained @ higher rate than externally regulated How do Leaders Create Self-leaders? Model self-leadership practice self-observation, self-direction, self-reinforcement; set challenging goals; display these behaviours, and encourage others to rehearse & then produce them Encourage employees to create self-set goals support them in developing quantitative, specific goals Encourage use of self-rewards to strengthen & inc. desirable behaviours - 10 -
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P ART 4: S HARING THE O RGANIZATIONAL V ISION limit self-punishment only to occasions when employee has been dishonest/destructive Create +ve thought patterns encourage employees to use mental imagery and self-talk to further stimulate self-motivation Create climate of self-leadership redesign work to inc. natural rewards of a job & focus on these naturally rewarding features of work to inc. motivation Encourage self-criticism encourage individuals to be critical of their own performance Leading Without Authority - exhibiting leadership behaviour even tho you do not have formal position/title that might encourage others to obey Benefits: Latitude for Creative Deviance when person does not have authority → easier to raise harder questions & look for less traditional solutions Issue Focus can focus on a single issue (rather than be concerned w/ many issues like those w/ authority) Front-line Info individual closer to detailed exp’s of some of the stakeholders, & have more info available to him COMTEMPORARY ISSUES IN LEADERSHIP Moral Leadership - transformational leaders → when they try to change attitudes/behaviours of followers → moral? - unethical leaders are likely to use charisma to enhance power over followers for self-serving ends - ethical leadership must address content of a leader’s goals Moral Foundation of Leadership: Truth Telling (allows mutual, fair exchange to occur) Promise Keeping (be careful of commitments you make and keeping those commitments) Fairness (being equitable ensures that followers get their fair share for their contributions to org) Respect for the Individual (doing all 3 above → show respect for followers) Gender & Leadership How Many Women Make It to the Top? - women are a minority in managerial positions Promotion Similarities & Differences – ♀ vs. ♂ - 11 -
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P ART 4: S HARING THE O RGANIZATIONAL V ISION - promotion for men♂: supervisors feel comfortable w/ candidates - 75%; women: only 23% - women: more important to exhibit personal strength & willingness to take risks, accept responsibility - men♂: more likely to be promoted into new opportunities ; women♀: more likely to be promoted into areas where they can continue using existing knowledge - men♂ & women♀ evaluated diff.ly: e.g. men’s lack of exp → “untested potential” but women → “unprepared for promotion” - more men♂ than women♀ viewed that org’s actively communicate w/ employees - women♀: less likely to state that their companies established policy of inclusion -
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