When Regulatory Strategies Turn Maladaptive: An Analysis

5. Radel and colleagues (2011) conducted a study of how feeling overly controlled makes you desire—even unconsciously—more freedom. In their study, 52 Canadian undergraduates played a video game in a laboratory and were randomly assigned to either:

5. Radel and colleagues (2011) conducted a study of how feeling overly controlled makes you desire—even unconsciously—more freedom. In their study, 52 Canadian undergraduates played a video game in a laboratory and were randomly assigned to either:

The contingency theory (Browning, 2007, p. 190) suggests that leader’s effectiveness depends on how well the leader’s style fits the context. This means effective leaders in this era have the ability to distill their complex messages into accessible ones. In other words, an effective leader is aware of his/ her client’s informational needs and values and thus, creates information to suit their needs. Therefore, leaders tend to regulate and control expressive activity in and around the workplace from legal, managerial, and ethical perspectives (Barry B, 2007). This trend tends to work for organizations that try to cover massive change by creating as little impact on their employees as possible without doing anything ethically wrong in their business.

This study changed psychology because it changed how psychologists viewed the importance of control in regards to a person's mental health. This study has also lead to

Waldman, D. A., P. A. Balthazard and S. J. Peterson: 2011b, 'Social Cognitive Neuroscience and Leadership', The Leadership Quarterly 22(6),

The book The Temptations of a CEO by Patrick Lecioni is a fable that describes many of the reasons why chief executive officers of major corporation do not make it in the long run, and explains it in such a way that you are able to relate to the character’s feelings and thoughts. The fable says that there are five temptations that every chief executive office must overcome in order to be a successful leader. The five temptations are addressed as: results vs status, accountability vs popularity, clarity vs certainty, conflict vs harmony, and trust vs invulnerability. The main character, Andrew O’Brien, is the chief executive officer of Trinity Systems. In the beginning of the book Andrew is worried about a board meeting that he has to attend

Power, influence, leadership ability, all these intertwine to make an effective leader; yet they are often confused as being able to stand alone to define a leader. Each element is needed to complete the other, thus this paper will look at how power is used as influence. Using Hackman and Johnson’s Personal Power Profile, my preferred method of influence will be examined and how this relates to future leadership will be discussed.

This is an introduction to the Skills Inventory introduced in Chapter 3 of the textbook “Leadership: Theory and Practice” by Peter Northouse, a tool by which one can measure leadership strengths in three major skill areas, Technical, Human & Conceptual (Northouse, 2016). An additional introduction is made to the Leadership Behavior Questionnaire, which measures the type of leadership behavior style one is most likely to practice, the task style or the degree to which you define the roles of others, or the relationship style -the degree to which you attempt to make others feel at ease (2016). Upon taking these two assessments, the responses when combined will indicate my personal leadership philosophy. When analyzed in conjunction with Katz’ Three-Skill Approach, the outcome should be in alignment with the experiential and educational leadership background I possess thus far (Katz, 1955).

When I first began as an engineer with my company, I worked under a manager who was the perfect example of one who lacked interpersonal communication skills. In my shared experience, I will call the manager “Bob”. In Bob’s case, I am not sure if the term “lacking” can even describe my ex-manager situation. After being around him, and seeing the way that he acts within the workplace; I came to a conclusion that he was mentally disable, or simply rude.

Present day managers have an obligation to their employees and organization to be effective and efficient leaders. Leaders are expected to create an atmosphere that values a supportive work environment and transparent communication. In the case of Two Tough Calls, Susan frequently criticizes Phil’s and Terry’s work performance due to poor work performance. However, Susan outlines several managerial imperfections throughout the entire case; weaknesses such as irreverence, unequivocal personality, and a lack of motivational skills.

In addition to social deficits, relationships between executive impairments and restricted, repetitive, behaviors have also been established. In one study looking at the relationship between restrictive, repetitive symptoms and executive function abilities, researchers found that numerous executive processes, such as cognitive flexibility, working memory, and response inhibition, were highly related to RRB (Lopez et al., 2005). Brady et al. (2017) found fluency impairments were correlated with higher severity levels of repetitive behaviors and

Although I am not a natural leader, I believe that ‘Keep good men company and you shall be of the number.’ Throughout my four-year work experience in a public technician college, I have been affected constantly by many people with leadership and influencing skills. They are all the social elites with different background from around the world, including government leaders, college principals, university professors, entrepreneurs, directors of NGOs, outstanding colleagues and students. These people deeply infect me with their innovative thinking, insightful perspectives, high sense of responsibility and resilient personality. They always show both confidence and humility to other people, working with great passion and concentration, and achieving

“Leadership is more ability than job. Moreover, it is all about determination, ability to solve problems, set direction for followers, gather them for common purpose and motivating people to achieve tasks. Furthermore, it is a charisma and the ability to reacting at the right time for a particular competitive situation” (L.Mullins, 2010, P372).

It is essential for business leaders to have excellent verbal and non-verbal communication skills, as leaders are often a symbol of a company’s integrity and this affects not only how customers perceive the company, but also impacts the thoughts and actions of lower positioned employees. For example, a leader that speaks using improper grammar, or writes correspondence with spelling errors throughout it, could project a negative image that can be harmful to a company. Customers might conclude that the leader is incompetent and they might decide that they do not wish to purchase goods from a company that hires inept leaders. Furthermore, employees might become less apt to respect an authority that appears to be uneducated, as well as employees might feel that if the leader disregards using proper communication than it is not necessary for them to use it either. Business leaders need to know when to listen, when to talk, and how to share ideas effectively. Clear and concise communication states exactly how, who, what, and when and serves to guide, direct, protect, persuade, and to inform. Communication is essential for decreasing miscommunications and for increasing productivity, motivation, and efficiency. When someone uses effective communication, he or she is more apt to have favorable results and his or her requests will become granted more often. Furthermore, communication builds goodwill. Having excellent communication skills is

This article asserts that those who command high leadership positions may not have entirely earned his or her leadership position based solely on merit, but based on superficial aspects as well. The superficial aspects encompass multiple facets of a leader 's look. More specifically, the "looks" in this case include physical characteristics, verbal characteristics, and behaviors. The physical characteristics include a person 's height, one or a few distinguished gray marks in hair, and a relatively fit body. The verbal characteristics include a deep voice. The behavioral include a good posture and an eloquent speech. The author chooses the job position of CEO 's as the primary subject. Then the author presents statistics and examples that back the fact that although CEO 's are a pretty diverse group, many CEO 's still conform to the positive stereotype. Consequently, the inverse of the stereotype, i.e. negative stereotypes, condemn the person to a non-leadership position.