1. Bright, Fry, and Cooperrider state that behavior is an artifact, a reflection of intrinsic values, beliefs, and assumptions. Compare this definition of behavior to Cashman’s or Argyris’s
1. Bright, Fry, and Cooperrider state that behavior is an artifact, a reflection of intrinsic values, beliefs, and assumptions. Compare this definition of behavior to Cashman’s or Argyris’s.
Analyze one example of behavior as representative of a dominant belief or a theory in use, preferably one that might have global impact on an organization.
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2. Kontoghiorghes and Frangou tell us that emotion is the biggest factor in whether a potential leader stays in or leaves an organization. Their findings indicate certain kinds of cultures that are likely to retain talented people.
What part do positive emotions play in these cultures?
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3. According to McCauley, et al. a leader is an element of leadership. Describe how collaboration can contribute to innovation. What detracts from organizational members’ willingness to collaborate? How can these detracting factors be minimized in a collaborative leadership culture?
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