Action-observation-reflection model (A-O-R)
People learn more from their experiences when they spend time thinking about them
Spiral of experience
it is the most productive way to develop as a leader is to travel along
Perceptual set
it is a phenomenon that demonstrates the selective . it can influence any of our senses, and they are tendency or bias to perceive one thing and not another.
Fundamental attribution error
The tendency to overestimate the dispositional causes of behavior and underestimate the environmental causes when others fail.
Self-serving bias
the tendency to make external attribution ( blame the situation) for one's own failure yet make internal attributions (take credit) for one's successes.
actor/observer difference
people who are observing an action are much more likely than he actor to make the fundamental attribution error.
Self-fulfilling prophecy
it occurs when our expectations play a casual role in bringing about the events we predict.
Single-loop learning
describes a kind of learning between the individual and the environment in which learners seek relatively little feedback that may significantly confront their fundamental ideas or actions.
Double-loop learning
involves a willingness to confront one's own views and an invitation to others to do so
in-basket exercises
participants are given a limited amount of time to prioritize and respond to number of notes, letters, and phone messages from a fictitious manager's in-basket
development plan
it is not plan it is really process. it should be constantly being revised as new skills are learned or new opportunities to develop skills become available.
coaching
is the process of equipping people with the tools, knowledge, and opportunities they need to develop and become more successful.
informal coaching
takes place whenever a leader helps followers to change their behaviors,
coaching plan
It spells out precisely what they will do to support the follower's development plans.
formal coaching
programs provide a similar kind of service for executives and managers in leadership positions.
mentoring
is a personal relationship in which a more experienced mentor (usually someone two to four levels higher in an organization) acts as a guide, role model, and sponsor of a less experienced protege.