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Individuals use intuition and more deliberative decision-making styles interchangeably, but there has been some evidence that people tend to gravitate to one or the other style more naturally. [2] People in a good mood gravitate toward intuitive styles, while people in a bad mood tend to become more deliberative. [2]
As naturopathic medicine taps into a deep mystical yearning to be healed by nature, Blink exploits popular new-age beliefs about the power of the subconscious, intuition, even the paranormal. Blink devotes a significant number of pages to the so-called theory of mind reading. While allowing that mind-reading can "sometimes" go wrong, the book ...
Intuition was assessed by a sample of 11 Australian business leaders as a gut feeling based on experience, which they considered useful for making judgments about people, culture, and strategy. [45] Such an example likens intuition to "gut feelings", which — when viable [ clarification needed ] — illustrate preconscious activity.
At least in my case, I think what's happening is that I look for really good companies, and the truth is most of these are really good companies, not all of them, but most of them are, and when ...
Leadership presence: The best leaders usually have something beyond their behavior – something distinctive that commands attention, wins people's trust and enables them to lead successfully, which is often called "leadership presence" (Scouller, 2011). This is possibly why the traits approach became researchers' original line of investigation ...
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Scott Sonenshein is the Henry Gardiner Symonds Professor at the Jesse H. Jones School of Business, Rice University. [1] He is an organizational psychologist that primarily uses field methodologies to examine questions around work and organizations. [2]
A high LPC score suggests that the leader has a "human relations orientation", while a low LPC score indicates a "task orientation". Fiedler assumes that everybody's least preferred coworker in fact is on average about equally unpleasant, but people who are relationship-motivated tend to describe their least preferred coworkers in a more positive manner, e.g., more pleasant and more efficient.