Leadership & Personality

1) Personality: Personality refers to a relatively stable set of feelings and behavior

that have been significantly formed by genetic and environmental factors.
It is a product of nature and nurture. Nature relates to hereditary forces whereas
nurture depicts the pattern of life experiences.
2) Work behavior includes heredity and personal environment.
A mangers role in a work environment is:
Observing and recognizing differences
Studying relationships b/w variables that influence individual behavior.
Discovering and predicting relationships.
3) Ability is a persons talent to perform a mental or physical task which stays stable
over time.
4) Skills are learned talent that a person has acquired to perform a task. It changes
over time with ones training and experiences.
5) Neuroscience: Brain seeks pleasure and avoids pain.
SCARF Neuroscience model
Status, certainty, autonomy, relatedness and fairness
6) Three key areas of brain:
Prefrontal cortex: It does the thinking part. All the habits are wired within the
brain, Multitasking is a myth.
Limbic System: Deals with emotions. Detects threat. Performs art, i.e.,
Awareness of social brain, recognize rewards and threats, Towards state.
Brain Stem:
7) Social and physical pain share same circuitry.
Social rejection= physiological pain.
8) Biology of engagement: Minimizing danger and maximizing rewards leads to
organizing principle.
9) Emotional Intelligence (EI): The capacity for recognizing our own feelings and
those for others, for motivating ourselves, and for managing emotions well in
ourselves and in our relationships.
10) 5 components of EI:
a) Emotional self-awareness (Self-Awareness)
b) Managing ones own emotions (Self-Regulation)
c) Using emotions to maximize intellectual processing and decision making
(Self-Motivation).
d) Developing empathy (Social Awareness)
e) The art of social relationships (managing emotions in others), (Social Skills).
Emotional intelligence involves the ability to understand individuals to act wisely
in human relations
Importance of Emotional Intelligence: Required by most corporates and MBAs
11) Values: Core beliefs that guides and motivates attitude and action.

Importance of values:
A) provides understanding of an individuals attitudes, motivation and culture.
B) Influence our perception of the world around us.
C) Represent interpretations of right and wrong
D) Implies that some behavior and outcomes are preferred over others.
12) Altruism: Greater good, Altruism is when we act to promote someone
elses welfare, even at a risk or cost to ourselves.
13)Attitude: It is a mental state of readiness learned and organized through
experience, exerting a specific influence on a persons response to people,
objects, and situations with which it is related.
Components of attitudes: Cognitive, behavior and affect.

Leadership & employee motivation

1) Model of Motivation: Psycho-Social & environmental cues are:
Needs, motives, drives, actions which leads to satisfaction or dissatisfaction.
2) Decreased motivation leads to: Lower productivity, higher turnover, decreased
sales and lack of creativity.
3) Why motivation goes wrong:
Focusing too much on the drive to acquire
Dont give front line managers enough discretion
Dont giving front line managers enough tools
Making incentives too complex
Rewarding the wrong things
Not communicating enough
Focusing on the cost of motivational programs and not the results.
4) The 4- drive model of employee motivation
a) Acquire
b) Bond
c) Comprehend or challenged
d) Defend
It is important because it increases effort, aids retention, improves performance, drives
creativity and enhances persistence.

Leadership and decision Making

1) The Three Brains:
Reptilian brain: Survival response, abstract thoughts, rationalization
Mammalian brain: Processing emotions, rives behavior and decision making
Neocortex: Rational thought
2) The new brain is rational, the middle brain is emotional and the reptilian brain is
instinctual
3) Person perception: Attribution theory: when individuals observe behavior, they
attempt to determine whether it is internally or externally caused.
4) Halo effect: drawing a general impression about an individual on the basis of a
single characterstic
Contrast effects: evaluation of a persons characteristics based on the
comparison with other person whom you have recently encountered.
Projection: Attributing ones own characteristics to other people
Stereotyping: judging someone on the basis of ones perception of the group to
which that person belongs.
Selective perception: people selectively interpret what they see on the basis of
their interests, background, experience and attitudes.

5) Performance expectations: Pygmalion effect: higher expectations lead to higher

performance
6) Planning fallacy: it is the tendency to underestimate how long it will take to
complete the task.
7) Cognitive biases: A cognitive bias refers to a systematic pattern of deviation
from norm or rationality in judgment, whereby inferences about other people and
situations may be drawn in an illogical fashion. Individuals create their own
"subjective social reality" from their perception of the input.
8) Anchoring: How we choose by comparing with a nearby reference point.
9) Overconfidence bias: believing too much in our own decision competencies
Anchoring bias: fixation on early, first received information
Confirmation bias: using only the facts that supports our decision
Availability bias: using information that is most readily at hand
Representative bias: assessing the likelihood of an occurrence to match it with a
preexisting category
Escalation of commitment: increasing commitment to a previous decision in spite
of negative information
Randomness error: trying to create meaning out of random events by falling
victim to a false sense of control or superstitions.
Hindsight bias: falsely believing to have accurately predicted the outcome of an
event, after that outcome is actually known.
10) Ways to improve decision making:
a) analyze the situation and adjust your decision making style to fit the situation
b) beware of biases and try to limit their impact

c) combine rational analysis with intuition to increase decision-making

effectiveness.
d) Dont assume that your specific decision style is appropriate to every situation
e) Enhance personal creativity by looking for novel solutions or seeing problems
in new ways, and using analogies
11) Ways to reduce bias and errors:
a) Focus on goals
b) Look for information that disconfirms belief
c) Dont try to create meaning out of random events
d) Increase your options
12) Placebo effect: you can achieve anything as long as you believe you can
13) Memory: The re-creation of past experiences by the synchronous firing of
neurons what were involved in the original experience.
14) Neuroplasticity: It provides us with a brain that can adapt not only to changes
inflicted by damage, but allows adaptation to any and all experiences and
changes we may encounter.

Changing landscape and organizational leadership

1) Conscious capitalism: conscious capitalism refers to businesses that serve the

interests of all major stakeholderscustomers, employees, investors,
communities, suppliers, and the environment.

2) Globalization 1.0 was from 1492 or Columbus to the 1800s. This caused the
world to change from large to medium because countries were globalizing. For
example, Spain to America and Britain to India.
Globalization 2.0 was from 1800s to 2000 and it brought the world from medium
to small because companies were going global. For Example the East India
Trading CO.
Globalization 3.0 changed the world from small to tiny. This change was caused
by individuals going global. The internet was a large part of how individuals and
communicate with one another.

3) An organization is a collection of people working together with available

resources to achieve a common purpose.
4) Purpose of an organization is to enhance the stakeholders value instead of
shareholders value.
5) Stakeholders can be defined as SPICEE, i.e., society, partners, investors,
customers, employees and environment.
6) A skill is an ability to translate knowledge into action that results in a desired
performance.
Categories of skill:
Technical, human and conceptual
7) Leadership levels: individual, group and organizational
8) A conscious leader has EQ (emotional intelligence), SYQ (system intelligence),
IQ (analytical intelligence), SQ (spiritual intelligence)
9) Culture of conscious leadership is based on TACTILE, i.e., trust, accountability,
caring, transparency, integrity, loyalty and egalitarian
10) Conscious capitalism works as it leads to:
a) higher revenue intensity and growth
b) lower gross margins but higher net margins
c) lower marketing, product return costs
d) lower legal and administrative costs
e) greater employee retention and engagement