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Warner started the Arbinger Institute, in 1979, a leadership training and consulting firm, [4] which has produced Leadership and Self-Deception a book recommended in a 2018 CNBC article called "Best Business Books Recommended by Bill Gates, Barack Obama and other successful people."
Self-deception calls into question the nature of the individual, specifically in a psychological context and the nature of "self". Irrationality is the foundation from which the argued paradoxes of self-deception stem, and it is argued [by whom?] that not everyone has the "special talents" and capacities for self-deception. [5]
Maintaining a version of self-presentation that is generally considered to be attractive can help to increase one's social capital, and this method is commonly implemented by individuals at networking events. These self-presentation methods can also be used on the corporate level as impression management. [1] [7]
Positive illusions are a form of self-deception or self-enhancement that feel good, maintain self-esteem, or avoid discomfort, at least in the short term. There are three general forms: inflated assessment of one's own abilities , unrealistic optimism about the future, and an illusion of control . [ 1 ]
The theory of self-serving biases first came to attention in the late 1960s to early 1970s. As research on this topic grew, some people had concerns about it. [13] In 1971, a fear emerged that the hypothesis would prove to be incorrect, much like the perceptual defense hypothesis by Dixon.
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Perception management is a term originated by the US military. [citation needed] The US Department of Defense (DOD) gives this definition: Actions to convey and/or deny selected information and indicators to foreign audiences to influence their emotions, motives, and objective reasoning as well as to intelligence systems and leaders at all levels to influence official estimates, ultimately ...
Substitutes for leadership theory is a leadership theory first developed by Steven Kerr and John M. Jermier and published in Organizational Behavior and Human Performance in December 1978. [ 1 ] The theory states that different situational factors can enhance, neutralize, or substitute for leader behaviors [ 2 ] (Den Hartog & Koopman, 2001).