Lecture Leadership: Enhancing the lessons of experience (4/e) – Chapter 3

Chapter 3 - Leadership is developed through education and experience. This chapter reviews: The tendency or bias to perceive one thing and not another, tendency to make external attributions for one’s own failures, yet make internal attributions for one’s successes.

3­1 McGraw­Hill/Irwin © 2002 The McGraw­Hill Companies, Inc., All Rights Reserved C   HAPTER T HREE Leadership Is Developed  Through Education and  Experience Perceptual set  The tendency or bias to  perceive one thing and  not another Factors That Affect a Perceptual  Set • • • • McGraw­Hill/Irwin Feelings Needs Prior experience Expectations  © 2002 The McGraw­Hill Companies, Inc., All Rights Reserved 3­4 Factors Affecting the Attribution  Process • Fundamental attribution theory • Self­serving bias • Actor/observer difference McGraw­Hill/Irwin © 2002 The McGraw­Hill Companies, Inc., All Rights Reserved 3­5 3­6 Fundamental Attribution Error  Tendency to overestimate  the dispositional causes of  behavior and underestimate  the environmental causes  when others fail McGraw­Hill/Irwin © 2002 The McGraw­Hill Companies, Inc., All Rights Reserved Self­serving  bias  Tendency to make external  attributions for one’s own   failures, yet make internal  attributions for one’s successes The Role of Expectations In Social  Interaction Person 1 1. Has expectations of other  person (I’ve heard she’s  nice) 3. Expectancy confirmed  (She does seem personable) 4. Initiates positive interaction  toward other person 6. Expectation further  strengthened McGraw­Hill/Irwin Person 2 2. Behaves ambiguously (might  be seen as friendly) 5.Respondsinafriendlymanner 7.Selfconceptchange?(Itseasy formetomeetothers) â2002TheMcGrawưHillCompanies,Inc.,AllRightsReserved 3ư8 3ư9 AnatomyOfaLearningExperience ãTransition ãChange ãAnewchallenge • Stress • Growth potential • Discomfort • Results of old  learning • Repertoire of  learning skills McGraw­Hill/Irwin • Plateau • Comfort zone • What I already know  how to do • Combined effect of  drive, personality • My “grain” • Combined effect of  drive, personality and  experience • Turning the corner • Learning to learn • Building a new  process • Reaping the benefits • Going against the grain • Temporary drop in performance • Meeting the challenge © 2002 The McGraw­Hill Companies, Inc., All Rights Reserved Techniques Used To Teach  Leadership Concepts • • • • • • • McGraw­Hill/Irwin Lecture Individualized feedback Case studies Role playing Simulations and games In­basket exercises Leaderless group discussions © 2002 The McGraw­Hill Companies, Inc., All Rights Reserved 3­10 ... â2002TheMcGrawưHillCompanies,Inc.,AllRightsReserved 3? ?5 3? ?6 FundamentalAttributionError Tendencytooverestimate thedispositionalcausesof behavior and underestimate  the? ?environmental causes  when others fail McGraw­Hill/Irwin © 2002? ?The? ?McGraw­Hill Companies, Inc., All Rights Reserved... 7. Self concept change? (It’s easy  for me to meet others) © 2002? ?The? ?McGraw­Hill Companies, Inc., All Rights Reserved 3? ?8 3? ?9 Anatomy? ?Of? ?a Learning? ?Experience • Transition • Change • A new challenge... failures, yet make internal  attributions for one’s successes The? ?Role? ?of? ?Expectations In Social  Interaction Person 1 1. Has expectations? ?of? ?other  person (I’ve heard she’s  nice) 3.  Expectancy confirmed  (She does seem personable)