PERDEV GROUP 3

93問 • 2年前

Precious Mendez

通報

問題一覧

author of the book Social Intelligence: The New Science of Human Relationships (2006).

Daniel Goleman

Part of the human brain located just above the eyes

Orbitofrontal Cortex (OBF)

What are the three major regions of the brain

1. Cortex 2. Amygdala 3. Brain Stem

provides an immediate connection between thoughts, emotions, and behaviors.

Orbitofrontal cortex (OBF)

as things such as behavior, actions, attitude, concepts, ideas, communications, wealth, and other resources that bring about changes in the beliefs, attitudes, and/or behavior of persons because of the action/s of another person.

Social Influence

discusses a study conducted by renowned social psychologists John i n R. P. French and Bertram Raven in 1959 on the concept of power and how this is used in social influence.

Social Influence article written by Lisa Rashotte (2007)

pointed out how social influence happens as a result of interacting with other people who are perceived to be subject matter experts or of having similar persuasions as the ones being influenced, She concluded that French and Raven were able to conclude in that study how leadership and power are closely interlinked.

Rashotte or Lisa Rashotte

What re the three varities herber of social influence

1. Compliance 2.Identification 3.Internalization

Is when a person is able to own a certain belief or act, and is willing to make it known publicly and privately.

Internalization

is when a person is influenced by someone he or she likes or looks up to, like a movie star, a social celebrity, or a superhero;

Identification

is when a person seems to agree, and follows what is requested or required of him or her to do or believe in, but does not necessarily have to really believe or agree to it;

Compliance

there is an immediate connection between thoughts, feelings and behavior

The orbitofrontal Cortex

is a type of social influence that involves a change in behavior, belief, or thinking in order to fit in with others. It is especially strong among middle adolescents who seek approval from others and desire to belong to a social group. As a result, group members can look and act similarly, wearing the same clothes, liking the same movies and music, and admiring the same celebrities.

Conformity

Occurs when an individual whole-heartedly changes his/her original thinking and beliefs, actions, and attitudes to align with those of the other members of a group. This also happens in a group when the original beliefs, attitudes and behavior of the different members may have influenced each other to evolve a new set of beliefs, attitudes, and behavior.

Conversion

What are the other types of social influence

1.Conformity 2.Conversion 3.Minor Influence 4.Reactance 5.Obedience 6.Persuasion 7.Conflict Management Style

Happens when a bigger number of people are influenced by a much smaller number of people and when the minority’s way of looking at and doing things that are accepted.

Minor Influence

Is a form of anti- or non-conformity when a person or group willingly rejects a social influence being imposed upon them.

Reactance

This form of non-conformity is a reverse reaction to social influence.

Reactance

Is another form of social influence wherein a person follows what someone tells him/her to do, although it may not necessarily reflect the person’s set of beliefs or values.

Obedience

Is used by one person or group to influence another to change their beliefs, action or attitudes by appealing to reason or emotion.

Persuassion

developed the Thomas-Kilmann Conflict Mode Instrument

Dr. KenThomas and Dr. Ralph Kilmann

help people understand their behavior during conflict.

Thomas-Kilmann Mode Instrument

This theory defines leadership based on certain personality traits that are generally suited for all leaders, such as decisiveness, persistence, high level of self confidence and assertiveness, among others.

Trait Theory

This theory presupposes that leadership is a learned behavior, and that leaders are defined according to certain types of behavior they exhibit.

Behavioral Theory

The opposite of an autocratic leader, it involves other people to make common decisions.

Participative Theory

This theory assumes that there is no style of leadership and that leadership behavior is based on factors present in a situation, and usually takes into consideration how followers behave.

Situational Theory

This theory states that leadership involves a transaction or negotiation of resources or position, and usually employs reward and punishment.

Transactional Theory

This theory involves a vision, which a leader uses to rally support from followers, and the role of the leader is in motivating others to support the vision and make it happen.

Transformational Theory

What are the several existing theories of leadership.

1.Trait Theory 2.Behavioral Theory 3.Situational Theory 4.Participative Theory 5.Transactional Theory 6.Transfromational Theory

What are the three basic axioms of leadership

1.Leadership are situational 2.Leadership are non-hierarchical 3.Leadership are relational

Leaders and followers establish a relationship where their interests are mutually met.

Leadership is relation Al

The role of a leader in this relationship can vary from being a visionary to a cheerleader.

Leadership is relational

The exercise of leadership is not based on one’s position in an organizational chart alone, but also dependent on other factors such as characteristics, skills, and even connections.

Leadership is non-hierarchical

This means that a leader's behavior and what is required of him will always be influenced by the situation. It means that a leader is able to assess a situation quickly, adjust to it, and provide the appropriate and necessary action to address it for the benefit of his followers.

Leadership is situational

What is the original leader-member theory

Vertical Dyayd Lingkage (VDL)

This was first developed from the perspective of the original leader-member theory called

Vertical Dyad Linkage (VDL) Theory

states that a leader's effectiveness is measured by the quality of his relationship with his followers, and different types of relationships can evolve between leader and follower in a certain work situation.

Leader-membrane exchange

We have emphasized the importance of _____, knowing and understanding fully our strengths and challenges, our way of looking at things, and even our emotions and the set of values that we live by.

Self-Awareness

Understanding strengths, weaknesses, values, and worldview

Self-Awareness

Confidently innovating and adapting to a changing world

Ingenuity

Flexibility and openness to new ideas are the hallmark of this kind of leadership. In the same manner, detachment from sources of pride and pleasure is also emphasized.

Ingenuity

A healthy self-concept generates a healthy and positive attitude when dealing with other people.

Love

Engaging others with a positive attitude that unlocks potential

Love

This type of leadership is about motivating and inspiring other people to reach for higher goals, for bigger and greater things.

Heroism

Energizing self and others with Heroic ambitions, passion for excellence

Heroism

Confidently innovating and adapting to a changing world

Ingenuity

Flexibility and openness to new ideas are the hallmark of this kind of leadership. In the same manner, detachment from sources of pride and pleasure is also emphasized.

Ingenuity

This type of leadership is about motivating and inspiring other people to reach for higher goals, for bigger and greater things.

Heroism

Energizing self and others with Heroic ambitions, passion for excellence

Heroism

Who concluded that leadership is measured not merely by its results, but most importantly, on the way it provides meaning to the leadership cause.

Goffee and Jones

What are the four elements followers need from their leaders

1. Authenticity 2. Subjectivity 3. Excitement 4. Community

A leader inspires people and gives them something to believe in."

Simon Sinek (2009)

Give leaders that are WHY-HOW-WHAT leaders

1. Moses 2. Jose Rizal 3. Martin Luther King 4. Andres Bonifacio

Who explain that that the most important question to ask first when leading others is the reason or purpose why followers are asked to act and behave in a certain way. What is this

Sinek, the why of the leadership

The action that will make a vision a reality.

“HOW” of every leadership

The outcomes or results of the actions.

The “WHAT” in every leadership

a type of leader who is the builder that provides the details on how get things done.

What in the leadership

a type of leader who is the realist who is able to see how to work out a vision.

How in the leadership

a type of leader who is usually the visionary, the one who believes results can achieved.

Why in the leadership

is a perceived incompatibility actions or goals between people or nations and happens when there is an imbalance between concern for oneself and those of others.

Conflict

inflicts much pain and negative emotions on those involved.

Conflict

____ is often clouded and ___ occurs especially at the height of an emotional argument when words are exchanged to inflict harm on the other.

reasoning, miscommunication

a leader builds followers with whom they can associate and forge relationships.

Community

a leader provides motivation and inspiration to his or her followers and excites them to pursue their vision; and

Excitment

a leader provides the reason or meaning for followers to believe in;

Significance

the leader is not afraid to show his or her weakness, reveals his or her human side without fear, and uses these together with his or her strengths to lead others;

Authenticity

The four elements of followers wants from the leaders are according to

Goffee and Jones

concluded that leadership is measured not merely by its results, but most importantly, on the way it provides meaning to the leadership cause.

Goffee and Jones

Who stated that "A leader inspires people and gives them something to believe in."

Simon Sinek (2007)

Who are the WHY-HOW-WHAT leaders

1. Mosos 2. Martin-Luther aking 3. Jose Rizal 4. Andres Bonifacio

with oneself, like when one is indecisive about things.

Intrapersonal

What are the several types of behavior involved in flight response

Avoidance, ignoring and denial

What are the four strategies people can use when in conflict in the workplace.

1. Fight 2. Submit 3.Flee 3.Freeze

do nothing and just wait for the other party's next move or allow the pressure to build up

Freeze

leave the situation where the conflict is occurring or change the topic

Flee

yield to the demands of the other party and agree to end the conflict

Submit

force the other party to accept a stand that is against that party's interest

Fight

Five causes of conflict

1. Relationship 2. Data 3. Interest 4. Structural 5. Values

develops in a relationship between individuals when there is an imbalance in recognizing and providing for the needs or interest of the other party; or between groups or nations when there is a perceived imbalance in the distribution or sharing of power and resources, or of opposing interests as well.

Conflict

can also arise in the lack or misinterpretation of data, like someone quoting research figures that may be questionable to others.

Conflict

is usually driven by needs, and when needs are not met, conflict happens.

Interest

causes of conflict usually involve human organizations, social structure, or processes and procedures. An example of this is the conflict between labor and management.

Structural

are also causes of conflict when prioritization of these values arise from one party to another. For example, to a parent, safety and security of a teenage child is of primary importance, whereas to the teenager, it is friendship. Conflict occurs when the parent insists the teenager be home before a certain time, while the teenage child would rather spend more time with friends.

Values

According to _____ there are two dimensions to this conflict-handling behavior: assertiveness or the extent to which a person will try to satisfy his or her own needs or interests, and cooperativeness or the extent to which a person will attempt to satisfy the other person's needs or interests.

Thomas and Kalimantan (2008)

the extent to which a person will try to satisfy his or her own needs or interests

assertiveness

the extent to which a person will attempt to satisfy the other person's needs or interests.

Cooperativeness

is assertive and uncooperative. An individual’s interests are above all else; power and authority are often used to win against others.

Competing

is unassertive and cooperative. An individual is willing to neglect his/her interest or needs for the sake of the other person, yielding one’s position and allowing the other to pursue his/her position at the other’s expense

Accomodating

is moderately assertive and moderately cooperative. An individual is neither here nor there; prefers to split whatever is at stake in half to partly satisfy both parties just to get over the problem.

Comprimising

is moderately assertive and moderately cooperative. An individual is neither here nor there; prefers to split whatever is at stake in half to partly satisfy both parties just to get over the problem.

Compromising

is unassertive and uncooperative. The individual prefers to stay out of the situation either by postponing a decision, taking a wait-and-see position, or withdrawing completely until conditions are better.

Avoiding

is assertive and cooperative. The individual seeks a mutually satisfying solution by understanding the needs and interest of the other person, and expanding the resources rather than competing over them; seeks a win-win solution.

Collaborating

GEN BIO

Precious Mendez · 71問 · 2年前

GEN BIO

71問 • 2年前

Precious Mendez

PERDEV (First Quarter)

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PERDEV (First Quarter)

89問 • 2年前

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PEAH Lesson 2 (For Exam)

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PEAH Lesson 2 (For Exam)

25問 • 2年前

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Peah Hand Formation

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Peah Hand Formation

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Peah Individual Foot Movement

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Peah Individual Foot Movement

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Gen Bio Lesson 4

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Gen Bio Lesson 4

35問 • 2年前

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Gen Bio Lesson 5

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Gen Bio Lesson 5

53問 • 2年前

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EAPP

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EAPP

58問 • 2年前

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Perdev (Holism to Competencies)

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Perdev (Holism to Competencies)

46問 • 2年前

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EAPP (LONG QUIZ; handouts)

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EAPP (LONG QUIZ; handouts)

20問 • 2年前

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Practical Research (Lesson 1)

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Practical Research (Lesson 1)

48問 • 2年前

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PRACTICAL RESEARCH (LESSON 2)

Precious Mendez · 22問 · 2年前

PRACTICAL RESEARCH (LESSON 2)

22問 • 2年前

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Practical Reseaech (LESSON 3)

Precious Mendez · 10問 · 2年前

Practical Reseaech (LESSON 3)

10問 • 2年前

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EAPP first quiz Exam

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EAPP first quiz Exam

38問 • 2年前

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Peah Lesson 1

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Peah Lesson 1

19問 • 2年前

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Peah last lesson

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Peah last lesson

18問 • 2年前

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EAAP Writing Style

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EAAP Writing Style

35問 • 2年前

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Examples of Logical Fallacies

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Examples of Logical Fallacies

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UCSP

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UCSP

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BIOLOGY LESSON 5 CONTINUATION

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BIOLOGY LESSON 5 CONTINUATION

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PERDEV GROUP 1

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PERDEV GROUP 1

51問 • 2年前

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PERDEV GROUP 2 PART 1

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PERDEV GROUP 2 PART 1

44問 • 2年前

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BIOLOGY LESSON 6

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BIOLOGY LESSON 6

80問 • 2年前

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Perdev Chapter 10

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Perdev Chapter 10

31問 • 2年前

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BIO LESSON 7 - Enzymes

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BIO LESSON 7 - Enzymes

84問 • 2年前

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EAPP - CONCEPT PAPER

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EAPP - CONCEPT PAPER

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EAPP - CRITIQUE PAPER

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EAPP - CRITIQUE PAPER

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EAPP - Writing a Report

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EAPP - Writing a Report

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Personal Development - Chapter 13

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Personal Development - Chapter 13

48問 • 2年前

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Perdev - Chapter 16

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Perdev - Chapter 16

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UCSP -Exam (2nd Quarter)

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UCSP -Exam (2nd Quarter)

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PEAH 3 - 2nd Quarter Exam

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PEAH 3 - 2nd Quarter Exam

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PEAH - 2nd Quarter Exam ; Dance Terms and Footwork

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PEAH - 2nd Quarter Exam ; Dance Terms and Footwork

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UCSP

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UCSP

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PERDEV - Chapter 15 & 16

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PERDEV - Chapter 15 & 16

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PEAH 3

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PEAH 3

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GEN BIO - Lesson 5

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GEN BIO - Lesson 5

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MIL - Evolution of Media

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MIL - Evolution of Media

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GEN BIO - RECOMBINANT DNA

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GEN BIO - RECOMBINANT DNA

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BIO PERIODS

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BIO PERIODS

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Precious Mendez

問題一覧

author of the book Social Intelligence: The New Science of Human Relationships (2006).

Daniel Goleman

Part of the human brain located just above the eyes

Orbitofrontal Cortex (OBF)

What are the three major regions of the brain

1. Cortex 2. Amygdala 3. Brain Stem

provides an immediate connection between thoughts, emotions, and behaviors.

Orbitofrontal cortex (OBF)

Social Influence

discusses a study conducted by renowned social psychologists John i n R. P. French and Bertram Raven in 1959 on the concept of power and how this is used in social influence.

Social Influence article written by Lisa Rashotte (2007)

Rashotte or Lisa Rashotte

What re the three varities herber of social influence

1. Compliance 2.Identification 3.Internalization

Is when a person is able to own a certain belief or act, and is willing to make it known publicly and privately.

Internalization

is when a person is influenced by someone he or she likes or looks up to, like a movie star, a social celebrity, or a superhero;

Identification

is when a person seems to agree, and follows what is requested or required of him or her to do or believe in, but does not necessarily have to really believe or agree to it;

Compliance

there is an immediate connection between thoughts, feelings and behavior

The orbitofrontal Cortex

Conformity

Conversion

What are the other types of social influence

1.Conformity 2.Conversion 3.Minor Influence 4.Reactance 5.Obedience 6.Persuasion 7.Conflict Management Style

Happens when a bigger number of people are influenced by a much smaller number of people and when the minority’s way of looking at and doing things that are accepted.

Minor Influence

Is a form of anti- or non-conformity when a person or group willingly rejects a social influence being imposed upon them.

Reactance

This form of non-conformity is a reverse reaction to social influence.

Reactance

Is another form of social influence wherein a person follows what someone tells him/her to do, although it may not necessarily reflect the person’s set of beliefs or values.

Obedience

Is used by one person or group to influence another to change their beliefs, action or attitudes by appealing to reason or emotion.

Persuassion

developed the Thomas-Kilmann Conflict Mode Instrument

Dr. KenThomas and Dr. Ralph Kilmann

help people understand their behavior during conflict.

Thomas-Kilmann Mode Instrument

Trait Theory

This theory presupposes that leadership is a learned behavior, and that leaders are defined according to certain types of behavior they exhibit.

Behavioral Theory

The opposite of an autocratic leader, it involves other people to make common decisions.

Participative Theory

This theory assumes that there is no style of leadership and that leadership behavior is based on factors present in a situation, and usually takes into consideration how followers behave.

Situational Theory

This theory states that leadership involves a transaction or negotiation of resources or position, and usually employs reward and punishment.

Transactional Theory

This theory involves a vision, which a leader uses to rally support from followers, and the role of the leader is in motivating others to support the vision and make it happen.

Transformational Theory

What are the several existing theories of leadership.

1.Trait Theory 2.Behavioral Theory 3.Situational Theory 4.Participative Theory 5.Transactional Theory 6.Transfromational Theory

What are the three basic axioms of leadership

1.Leadership are situational 2.Leadership are non-hierarchical 3.Leadership are relational

Leaders and followers establish a relationship where their interests are mutually met.

Leadership is relation Al

The role of a leader in this relationship can vary from being a visionary to a cheerleader.

Leadership is relational

The exercise of leadership is not based on one’s position in an organizational chart alone, but also dependent on other factors such as characteristics, skills, and even connections.

Leadership is non-hierarchical

Leadership is situational

What is the original leader-member theory

Vertical Dyayd Lingkage (VDL)

This was first developed from the perspective of the original leader-member theory called

Vertical Dyad Linkage (VDL) Theory

Leader-membrane exchange

We have emphasized the importance of _____, knowing and understanding fully our strengths and challenges, our way of looking at things, and even our emotions and the set of values that we live by.

Self-Awareness

Understanding strengths, weaknesses, values, and worldview

Self-Awareness

Confidently innovating and adapting to a changing world

Ingenuity

Flexibility and openness to new ideas are the hallmark of this kind of leadership. In the same manner, detachment from sources of pride and pleasure is also emphasized.

Ingenuity

A healthy self-concept generates a healthy and positive attitude when dealing with other people.

Love

Engaging others with a positive attitude that unlocks potential

Love

This type of leadership is about motivating and inspiring other people to reach for higher goals, for bigger and greater things.

Heroism

Energizing self and others with Heroic ambitions, passion for excellence

Heroism

Confidently innovating and adapting to a changing world

Ingenuity

Flexibility and openness to new ideas are the hallmark of this kind of leadership. In the same manner, detachment from sources of pride and pleasure is also emphasized.

Ingenuity

This type of leadership is about motivating and inspiring other people to reach for higher goals, for bigger and greater things.

Heroism

Energizing self and others with Heroic ambitions, passion for excellence

Heroism

Who concluded that leadership is measured not merely by its results, but most importantly, on the way it provides meaning to the leadership cause.

Goffee and Jones

What are the four elements followers need from their leaders

1. Authenticity 2. Subjectivity 3. Excitement 4. Community

A leader inspires people and gives them something to believe in."

Simon Sinek (2009)

Give leaders that are WHY-HOW-WHAT leaders

1. Moses 2. Jose Rizal 3. Martin Luther King 4. Andres Bonifacio

Who explain that that the most important question to ask first when leading others is the reason or purpose why followers are asked to act and behave in a certain way. What is this

Sinek, the why of the leadership

The action that will make a vision a reality.

“HOW” of every leadership

The outcomes or results of the actions.

The “WHAT” in every leadership

a type of leader who is the builder that provides the details on how get things done.

What in the leadership

a type of leader who is the realist who is able to see how to work out a vision.

How in the leadership

a type of leader who is usually the visionary, the one who believes results can achieved.

Why in the leadership

is a perceived incompatibility actions or goals between people or nations and happens when there is an imbalance between concern for oneself and those of others.

Conflict

inflicts much pain and negative emotions on those involved.

Conflict

____ is often clouded and ___ occurs especially at the height of an emotional argument when words are exchanged to inflict harm on the other.

reasoning, miscommunication

a leader builds followers with whom they can associate and forge relationships.

Community

a leader provides motivation and inspiration to his or her followers and excites them to pursue their vision; and

Excitment

a leader provides the reason or meaning for followers to believe in;

Significance

the leader is not afraid to show his or her weakness, reveals his or her human side without fear, and uses these together with his or her strengths to lead others;

Authenticity

The four elements of followers wants from the leaders are according to

Goffee and Jones

concluded that leadership is measured not merely by its results, but most importantly, on the way it provides meaning to the leadership cause.

Goffee and Jones

Who stated that "A leader inspires people and gives them something to believe in."

Simon Sinek (2007)

Who are the WHY-HOW-WHAT leaders

1. Mosos 2. Martin-Luther aking 3. Jose Rizal 4. Andres Bonifacio

with oneself, like when one is indecisive about things.

Intrapersonal

What are the several types of behavior involved in flight response

Avoidance, ignoring and denial

What are the four strategies people can use when in conflict in the workplace.

1. Fight 2. Submit 3.Flee 3.Freeze

do nothing and just wait for the other party's next move or allow the pressure to build up

Freeze

leave the situation where the conflict is occurring or change the topic

Flee

yield to the demands of the other party and agree to end the conflict

Submit

force the other party to accept a stand that is against that party's interest

Fight

Five causes of conflict

1. Relationship 2. Data 3. Interest 4. Structural 5. Values

Conflict

can also arise in the lack or misinterpretation of data, like someone quoting research figures that may be questionable to others.

Conflict

is usually driven by needs, and when needs are not met, conflict happens.

Interest

causes of conflict usually involve human organizations, social structure, or processes and procedures. An example of this is the conflict between labor and management.

Structural

Values

Thomas and Kalimantan (2008)

the extent to which a person will try to satisfy his or her own needs or interests

assertiveness

the extent to which a person will attempt to satisfy the other person's needs or interests.

Cooperativeness

is assertive and uncooperative. An individual’s interests are above all else; power and authority are often used to win against others.

Competing

Accomodating

is moderately assertive and moderately cooperative. An individual is neither here nor there; prefers to split whatever is at stake in half to partly satisfy both parties just to get over the problem.

Comprimising

is moderately assertive and moderately cooperative. An individual is neither here nor there; prefers to split whatever is at stake in half to partly satisfy both parties just to get over the problem.

Compromising

Avoiding

Collaborating