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PHÚC (487 - 500) by Mind Map: PHÚC (487 - 500)

1. Authentic charismatic leadership is rooted in strong ethical values, and effective global leaders are guided by principles of altruism, justice, and humanistic notions of the greater good.

2. When Doing Business with Individuals in . . .

2.1. Affective Cultures

2.1.1. - Do not be put off stride when others create scenes and get histrionic; take time-outs for sober reflection and hard assessments. - When others are expressing goodwill, respond warmly. - Remember that the other person’s enthusiasm and readiness to agree or disagree do not mean that the individual has made up his or her mind. - Keep in mind that the entire negotiation is typically focused on you as a person and not so much on the object or proposition that is being discussed.

2.2. Neutral Cultures

2.2.1. - Ask for time-outs from meetings and negotiations where you can patch each other up and rest between games of poker with the “impassive ones.” - Put down as much as you can on paper before beginning the negotiation. - Remember that the other person’s lack of emotional tone does not mean that the individual is uninterested or bored, only that the person does not like to show his or her hand. - Keep in mind that the entire negotiation is typically focused on the object or proposition that is being discussed and not on you as a person.

3. (1) authentic leaders do not fake their actions; they are true to themselves and do not adhere to external expectations; (2) authentic leaders are driven from internal forces, not external rewards; (3) authentic leaders are unique and guide based on personal beliefs, not others’ orders; (4) authentic leaders act based on individual passion and values.

4. - Avoid a detached, ambiguous, and cool demeanor - Find out whose work and enthusiasm are being directed into which projects, appreciate their vigor and commitment - Let people be emotional without personally becoming intimidated or coerced by their behavior.

5. Charismatic leaders

5.1. Leaders who inspire and motivate employees through their charismatic traits and abilities.

6. Transformational, Transactional, and Charismatic Leadership

6.1. Transformational leaders

6.1.1. - Visionary agents with a sense of mission - Capable of motivating their followers to accept new goals and new ways of doing things. Transactional leaders Individuals who exchange rewards for effort and performance and work on a “something for something” basis.

6.1.2. Other types of leaders Active management-by-exception (MBE-A) leader. passive management-by-exception (MBE-P) leader laissez-faire (LF) leader.

6.1.3. Characterized factors. (4 I's) Inspirational motivation. These leaders are extremely effective in articulating their vision, mission, and beliefs in clear-cut ways Idealized influence. Transformational leaders are a source of charisma and enjoy the admiration of their followers. Intellectual stimulation. Individualized consideration. These leaders are able to diagnose and elevate the needs of each of their followers through individualized consideration, thus furthering the development of these people.

7. Qualities for Successful Leaders

7.1. There are great differences between the European countries regarding their leadership requirements.

7.2. There are similarities between European nations regarding their leadership requirements.

7.3. It is difficult to determine the degree of similarity

7.3.1. All countries expected executive applicants to have good social and personal qualities.

8. Culture Clusters and Leader Effectiveness

8.1. Effective leader behaviors tend to vary by cultural cluster.

8.1.1. Example Anglo Culture Performance-oriented Inspirational Visionary Team integrator Decisive Nordic Culture Integrity Inspirational Visionary Visionary Performance-oriented Germanic Culture Integrity Inspirational Performance-oriented Nonautocratic Visionary Affective Cultures

9. Leader Behavior, Leader Effectiveness, and Leading Teams

9.1. When Managing or Being Managed in . . .

9.1.1. Neutral Cultures - Avoid warm, excessive, or enthusiastic behaviors - Extensively prepare the things you have to do and then stick tenaciously to the issues. - Look for cues regarding whether people are pleased or angry and then amplify their importance.

9.2. Recognize the Way in Which People Behave in . . .

9.2.1. Affective Cultures - They reveal their thoughts and feelings both verbally and non-verbally. - Emotions flow easily, vehemently, and without inhibition. - Heated, vital, and animated expressions are admired. - Touching, gesturing, and strong facial expressions are common. - Statements are made fluently and dramatically.

9.2.2. Neutral Cultures - They often do not reveal what they are thinking or feeling. - Emotions are often dammed up, although they may occasionally explode. - Cool and self-possessed conduct is admired. - Physical contact, gesturing, or strong facial expressions are not used. - Statements are often read out in a monotone voice.

10. Cross-Cultural Leadership: Insights from the GLOBE Study

10.1. Team-Oriented

10.2. Participative

10.3. Humane-Oriented

10.4. Charismatic/Value-Based

10.5. Autonomous

10.6. Self-Protective

11. Positive Organizational Scholarship and Leadership

11.1. A method that focuses on positive outcomes, processes, and attributes of organizations and their members.

12. Authentic Leadership

12.1. Authentic leaders are defined by an all-encompassing package of personality traits, styles, behaviors, and credits.

12.1.1. - They must have positive psychological aspects, such as confidence and optimism. - Leaders should have positive morals to guide them through processes. - Authentic leaders are expected to lead by example, and therefore their processes and behaviors should be virtuous and reflect the positive moral values inherent in the leader.

13. Ethical, Responsible, and Servant Leadership

13.1. Responsible global leadership encompasses

13.1.1. (1) values-based leadership (2) ethical decision making (3) quality stakeholder relationships

13.2. Servant-leaders achieve results for their organizations by giving priority attention to the needs of their colleagues and those they serve.

14. Entrepreneurial Leadership and Mindset

14.1. They tend to break the rules and do not need structure, support, or an organization to guide their thinking.

14.2. In comparison to non-entrepreneurs, entrepreneurs appear to be more creative and innovative.

14.3. They are able to see things differently and add to a product, system, or idea value that amounts to more than an adaptation or linear change.

14.4. They are more willing to take personal and business risks and to do so in visible and salient ways.

14.5. They are opportunity seekers—solving only those problems that limit their success in reaching the vision and are comfortable with failure, rebounding quickly to pursue another opportunity.

14.6. Others characterize them as adventurous, ambitious, energetic, domineering, and self-confident.