ConceptsNest

  Background By definition, competence is a collection of related abilities, commitments, knowledge, and skills that enable a person to act effectively in a job or situation. Competency is measurable and can be developed through learning & development. The term "competence" first appeared in an article authored by R.W. White in 1959 as a concept for performance motivation . The term gained traction in 1973 when David McClelland wrote a seminal paper entitled, "Testing for Competence Rather Than for Intelligence". The term, created by McClelland, was commissioned by the State Department (USA) to explain characteristics common to high-performing agents of embassy, as well as help them in recruitment and development. It has since been popularized by Richard Boyatzis, and many others who used the concept in performance improvement. Its uses vary widely, which has led to considerable misunderstanding. Some scholars see "competence" as a combination o

  ***Continued from Chapter 01 (Covered previously: Components of Authentic leadership, Characteristics Of Authentic Leaders, Significance of Authentic Leadership, Developing Authentic Leadership ) Click For Chapter 01 Transactional vs Authentic Leadership – The Difference Transactional leadership  is also called Managerial Leadership. It works in a structured system where authority and the chain of command are clearly demarcated. The philosophy works on the principle of transaction, i.e., give and take of reward and punishment. The leader uses the carrot and stick transactional leadership approach to get work done from subordinates. If we consider Maslow’s Hierarchy of Needs, Transactional Leaders can be said to address the lower-level needs of security and acceptance. Transactional leaders aim to fulfil their subordinates’ needs of security and social belonging that are at the bottom of this pyramid. The higher-level needs of esteem and self-actualization remain unaddressed

  Authenticity has been explored throughout history, from Greek philosophers to the work of Shakespeare (“To thy own self be true.” –Polonius,  Hamlet ). Authentic leadership has been explored sporadically as part of modern management science, but found its highest levels of acceptance since Bill George’s 2003 book,  Authentic Leadership . Authentic leaders put legitimacy, ethics and positive psychological capacities first. Authentic leadership emphasizes how a leader can gain legitimacy and build trust through developing honest relationship with followers. Authentic leadership is defined in the following way: This approach to leadership focuses on the ethical dimensions of the relationship between follower and leader and describes those behaviors that result in a trusting relationship . Authentic leaders have a positive outlook on life and are truthful and open in their interactions with others. They build trust with their subordinates and generate enthusiasm for project which e

  ***Continued from Chapter 01 (Covered previously: Cognitive Biases and Debiasing, The Debiasing Process) Link to Chapter 01 Various Debiasing Techniques There are a few general debiasing strategies (sometimes referred to as  cognitive-forcing strategies ), which can help deal with many of the cognitive biases. Many of these strategies are interrelated since the underlying principles behind them are similar. A) Develop awareness of cognitive biases: . . . . . . . . . . . . . . . . . .>>   In some cases, simply being aware of a certain bias can help us reduce its impact. For example, consider the  illusion of transparency , a cognitive bias that causes people to overestimate how well others can discern their emotional state, so that they tend to think that other people can tell if they are feeling nervous or anxious even in situations where that is not the case. This happens because our own emotional experience can be so strong, we are sure our emotions ‘leak out.’ Howev

  C ognitive bias mitigation (or Debiasing ) is the practice through which we reduce the influence that cognitive biases have on people, to enable them to think in a more  rational  and  optimal  manner . Cognitive biases  are systematic patterns of  deviation from rationality , which occur  due to the way  our cognitive system works. Cognitive biases affect us in various areas of our life, from the way we interact with others to the way that we form our political opinions. Since these biases cause us to think and act in an irrational manner, their influence can be detrimental, which is why people often want to be able to mitigate them. Examples of Cognitive Biases Cognitive biases can influence our thinking in diverse ways, including the undermentioned: A) Cognitive biases can affect how we form impressions of other people : -. . .  For example, the halo effect  is a cognitive bias that causes our impression of someone in one area to influence our opinion of that person in othe