confirmation bias
seek info supporting beliefs
overconfidence bias
overestimate skills/predictions
availability bias
base decisions on easily recalled info
representativeness bias
based on stereotypes
anchoring bias
focus on initial information
hindsight bias
believe outcomes were predictable
framing bias
interpret info different based on presentation
escalation of committment
persist with failing actions
brainstorming
defer judgement, encourage wild ideas, go for quantity
power
ability to influence others or enforce your will
legitimate power
formal power
reward power
control over valued outcomes
coercive power
power to punish
expert power
knowledge or skills
referent power
personal traits or characteristics
resistance
opposition or sabotage
compliance
Fulfills request but without enthusiasm
commitment
supports goals and goes beyond expectations
transactional leadership
Focuses on setting clear roles and rewarding or correcting employees based on performance
servant leadership
Prioritizing the growth and well-being of others before oneself
transformational
Inspires followers to pursue organizational goals over self-interest
fielder’s contingency model
Match leader’s style (task vs. relationship) with situational control (leader-member relations, task structure, position power).
house’s path-goal theory
Leaders adapt styles to help followers reach goals by reducing obstacles and providing rewards
leader-member exchange (LMX) theory
low LMX leads to low engagement
high LMX leads to higher performance and satisfaction
