Micro-Leadership

Micro-leadership is the term used to describe fundamental business partnerships that aim to illustrate how people make decisions, manage diversity, choose human resources, and carry out related tasks.

Managing Diversity and Individual Differences

Observing Diversity and managing differences is very important in High-Performing business because it builds trust. PI-Spectrum filters an Individual’s mutable attributes into PI-Zones applicable in leadership and managerial Human Resource decisions. The PI-Zones are the targeted outcome where we distinguish two major hexagons, viz.

1. The Pro-Ultimate Enterprise Region, or PUER, which runs at the vertical center like a spinal cord and consists of a symmetrical hexagon with IS and PS scores that do not differ by more than 50%, represents a high-performance region.
2. The Contra-Ultimate Enterprise Region, also known as CUER, is a horizontally aligned region that consists of an unbalanced hexagon with a PS-Score of less than 50% and an IS-Score of more than 50%. The egocentric triangle (Individual Spectrum-Oriented Triangle, which includes egocentric and narcissistic zones) and the empathic triangle (Public Spectrum-Oriented Triangle, which includes empathetic and altruistic zones) that make up CUER are described below.

Micro Leadership Relationship Illustrations

Figure 1: Symmetrical, Positive and Negative Skewness

“The normal distribution is the most important probability distribution in statistics because many continuous data in nature and psychology display this bell-shaped curve when compiled and graphed. For example, if we randomly sampled 100 individuals, we would expect to see a normal distribution frequency curve for many continuous variables, such as IQ, height, weight and blood pressure.” Courtesy of simplypsychology.org

Figure 2: Personal Influence Zones (PI-Zones)

The Personal Influence Zones diagram comprising Nkinga Diamond is scribed with Personal Influence Zones (PI-Zones), from zone number one to nine in two regions. PUER (Pro Ultimate Enterprise Region) has zones 1, 2, 5, 8, and 9, and CUER (Contra Ultimate Enterprise) has zones 3, 4, 6, and 7. PI-Zones is powerful in managing personal relationships both locally and internationally. PUER encompasses thriving personnel at varying levels. CUER scribes personnel requiring transformation into PUER before hiring; otherwise, they hinder performance.

Figure 3: High-Performance Motivation

The high-performance motivation continuum shows three levels of motivation for organizations. Level one is composed of self-deceit and wages, applicable during the pre-industrial age. Level two: independent; incentives applied during the industrial age. The third level is accommodating, hyper-motivating, and applicable during the knowledge age. Current motivation is for the knowledge age; if an organization motivates the pre-industrial or industrial age, it loses competitive advantages.

Micro Leadership Relationship

Relationships and Natural Compliance

Figure 2: Personal Influence Zones (PI-Zones) help manage diversity by putting differences between people in a diamond shape that supports normal distribution curves, or bell curves, in both vertical and horizontal lines of symmetry. “The normal distribution is a continuous probability distribution that is symmetrical on both sides of the mean, so the right side of the center is a mirror image of the left side. The area under the normal distribution curve represents probability, and the total area under the curve sums to one. Most of the continuous data values in a normal distribution cluster around the mean, and the further a value is from the mean, the less likely it is to occur. The tails are asymptotic, so they approach but never quite meet the horizon (i.e., x-axis).” Courtesy of www.simplypsychology.org.

Relationships Fitting Normal Distribution

Figure 2: Personal Influence Zones (PI-Zones) depicts continuous data on both lines of symmetry with possible normal distribution curves. “The normal distribution is the most important probability distribution in statistics because many continuous data in nature and psychology display this bell-shaped curve when compiled and graphed. For example, if we randomly sampled 100 individuals, we would expect to see a normal distribution frequency curve for many continuous variables, such as IQ, height, weight and blood pressure.” – ibid.

Therefore, if Personal Influence (PI) is graphed, it will naturally show a Bell Curve. Societies will depict differently on particular subjects in politics, education levels, or customs, such that normal distributions will skew either positively or negatively depicting the level of a particular aspect, as in Figure 1: Symmetrical, Positive, and Negative Skewness Showing the Relationship of Symmetrical Positive and Negative Skewness Showing the Relationship of Symmetrical Positive and Negative Distributions—Courtesy of: www.wikipedia.org 

Measure of Central Tendency

The measures of central tendency are representative of an entire group of values. They are:

• The mean is simply the average of all values in the population or sample
• The median is the middle value in the distribution, such that there are an equal number of values on both the left and right side
• The mode is the value which occurs the greatest number of times -Courtesy: https://sciencestruck.com

“Practically, it is difficult to encounter a symmetric distribution. The distributions most commonly observed are asymmetric or skewed.”

Positively Skewed Distribution is when the mass of the distribution occurs on the left side. This means that most values of the distribution occur on the left side.

Negatively skewed distribution occurs when the mass of the distribution occurs on the right side. This means that most values of the distribution occur on the right side (ibid.).

Relationships and Practice in Societies 

Merit practice in societies is in:

1. PUER (Vertical Hexagon), calling for Negative Skewness where “most values of the distribution occur on the right side” toward Zone 9 from Zone 1. This is when civilization is growing. If it is positive shyness, then social decline is produced.
2. CUER (Horizontal Hexagon), calling for a symmetrical distribution where “most values of the distribution occur at the center” from Zone 7 and Zone 3 to the PUER. This is when liberation from pathological altruism to the PUER and from pathological narcissism to the PUER is achieved.
3. Zone 5 is the union of the two hexagons; it represents the majority group of volatile people; they change depending on opportunities oriented by leaders. A quarter of Zone 5 relieved Zone 8. Their stability toward the truth is the only difference; egocentricity pulled them away from it.

Personal Influence (PI) of individuals varies in a similar trend as shown in Figure 1: Symmetrical, Positive, and Negative Skewness. If graphed the PI for employees of different organizations, distributions will show one of the three graphs in line to its success level, both in the vertical or horizontal line of symmetry. However, the most important line of symmetry is the vertical line, indicating high-performing organizations. Details of the PUER follow.

PUER (Pro-Ultimate Enterprise Region)

PUER (Pro-Ultimate Enterprise Region) defines a region of high-performing individuals, viz. Zones 1, 2, 5, 8, & 9, in Personal Influence Zones (PI-Zones), where IS-Scanner and PS-Scanner scores do not differ by over 50%. PUER looks like a vertical hexagon when viewed from the PI-Scanner Zones central line (or PI-Scanner Zones spinal cord). The IS-Scanner and PS-Scanner values are almost the same. This region comprises UE-1 being Zone-1, UE-2 being Zone-2, UE-5 being Zone-5, UE-8 being Zone-8, and the Mastermind Zone, UE-9 being Zone-9. The differences between Zone 1 and any other are the depth of orientations, viz., Si and Ei, and the power toward Si, viz., Ci_MiLi, in percentages relative to the truth.

Micro-leadership is detailed in Figure 2: Personal Influence Zones (PI-Zones).

Zone-1

Zone 1 is the comfort zone for casuals (persons who do something irregularly); they swing with situations.

Zone-2

Zone 2: A comfort zone for trusted casuals. They are helpers and artisans that portray high trustworthiness and conscientiousness (defining stability and reliable performance).

Zone-5

Zone-5: comfort zone for the volatile individuals, showing trustworthiness with high adaptability (defining mixability and openness to change). It is a group comprising most people in any society; they are the workforce of change. They are individuals on the front line performing physical work in the production line or service line. Because of their majority number, they incline in adjacent zones, viz. Zones 2, 4, 6, and 8, as seen in Figure 2: Personal Influence Zones (PI-Zones). They can zealously attend duty without coercing (proactively), but at a lower level. These individuals can perform duties actively by advising and collaborating without sabotage; they exercise an inside-out outlook because they understand the target (the paradigm) defined by leaders well and use their essence interpretation as Ci_Mi blaming nobody. Some of them can delegate the Zone-8 role with perfection.

Zone-8

Zone-8 is for high-minded individuals; they represent rare performance; they are outstanding performers of their duties at a higher level within the high-performance region (PUER). Leadership, Zone-8, are those leaders generating organizational and individual transformations by orienting with high significance. It implements the power of inquiry and awareness (self and social), and they are alert to exposure for both short- and long-term business trends. They possess high Si and Ci_Mi; they deputize the masterminds with ease.

Zone-9 (Masterminds)

Zone-9 is for the mastermind leader. It is a comfort zone for very rare individuals, extreme individuals, possessing extreme qualities a human can possess, i.e., extreme Si and Ci_Mi. Zone-9 portrays leaders delivering total social transformations, incorporating social systems and resources, raising high-performing businesses and societies, and undergoing social-lifestyle transformation. This is like Level-5 leadership put forward by Jim Collins (p. 116¹), who defines a Level-5 leader as someone who “builds enduring greatness through a paradoxical combination of personal humility plus professional will.”  Masterminds, Zone-9 is the comfort zone for the Legends of the World, The Shift of Paradigms.

Famous Masterminds (Zone-9)

Politics: Abraham Lincoln: (Paradigm-Shift-abolished slavery), Mohandas Karamchand Gandhi: (Paradigm-Shift-preeminent leader of the Indian independence movement in British-ruled India), Nelson Rolihlahla Mandela: (Paradigm-Shift: South Africa anti-apartheid revolutionary, politician, and philanthropist), Martin Luther King Jr.: (Paradigm-Shift: advancement of civil rights using nonviolent civil disobedience), Julius Kambarage Nyerere: (Paradigm-Shift: a Tanzanian anti-colonial activist, politician, and political theorist–won Tanganyika Independence in 1961), among many others.

Further, Science: Albert Einstein: (Paradigm Shifts: theories of relativity: E=mc², gravitation, subatomic phenomena, and electromagnetism; photoelectric effect, which forms the basis of the quantum theory); Sir Isaac Newton: (Paradigm Shift: laws of mechanics and the principle of gravity; invented calculus; invented the three laws of motion; and invented the composition of white light); Galileo Galilei: (Paradigm Shift: invented the world’s first telescopes; proved that the Earth revolves around the Sun and not the other way around). Poets: Maya Angelou, Robert Frost, Rabindranath Tagore; and many other professions.

This concludes the PUER. Then, CUER follows.

CUER (Contra-Ultimate Enterprise Region)

Egocentric Triangle

The egocentric zone is Triangle comprising a narcissistic zone and an egocentrism zone. Egocentric Triangle comprises Solipsist, Egotist, Egoist, and Narcissist individuals having egocentric habits, well classified by https://english.stackexchange.com/questions/391848/whats-the-difference-between-solipsistic-narcissist-and-egoist-and-egotist, accessed on September 2020.

Egocentric Zone Detailing

“A solipsist thinks he is alone. Whether that means he is truly the only living creature or he is the only living creature that matters (e.g., the only person capable of doing something) is irrelevant. However, in most cases, you will see this used for people who (wrongly) think they are unique.

An egotist has an inflated sense of self-worth. They do not think they are the only ones. However, they think they are the best person. We can fake this (pretending you’re better than others while you realize you are not) or be honest (actually thinking you’re better than others)

An egoist is actually slightly different from an egotist. Egoists only think about themselves and do not think they are better than others. It’s just that they consider them-selves more relevant to themselves.

They relate a narcissist to an egoist. However, depending on who you ask, narcissism considered a mild version of mental illness. This isn’t a matter of actively thinking you’re better than anyone else; it’s a matter of being psychologically incapable of seeing anyone else’s point of view or empathizing with anything that is not in your favor.

Pathological narcissism is a negative sense of self that is out of alignment with the greater good.

Narcissism Detailing

Pathological Narcissism is further divided into two subtypes: the . unprincipled narcissist and amorous narcissist. unprincipled narcissist is a person with deficient conscience who is unscrupulous, amoral, disloyal, fraudulent, deceptive, arrogant, and exploitive; a con artist and charlatan; dominating, contemptuous, and vindictive. And amorous narcissist: “Sexually seductive, beguiling, tantalizing; glib and clever; disinclined to real intimacy; indulges hedonistic desires; bewitches and inveigles others; pathological lying and swindling have many affairs, often with exotic partners.” Courtesy of https://en.wikipedia.org/wiki/Narcissistic_personality_disorder

There are some works that divide pathological narcissism into healthy narcissism and pathological narcissism on this site. The narcissism term is seen in Figure 2: Personal Influence Zones (PI-Zones) are pathological narcissism, while healthy narcissism is logically an addition of PS (public spectrum) to pathological narcissism, which becomes a PUER attribute. Therefore, Healthy Narcissism is not applicable.

Narcissism: An Illuminating Example

An illuminating example to differentiate these terms was further posited.

If I got fired from the company, all the work would stop.

• That’s a solipsist.

If I got fired from the company, the quality of work would become pathetic.

• That’s an egotist.

If I get fired from the company, what will happen to me?

• That’s an egoist. Their approach isn’t particularly wrong; it’s just almost always revolving around them (their future) as opposed to someone else’s (the company’s future).

If I get fired from the company, then it must be because they envy my skills.

• That’s a narcissist. They honestly believe that their way is beyond reproach and cannot fathom a reality in which they deserve to be fired. They will resort to twisting reality itself before they even consider admitting personal flaws.

Zone-3

Zone-3 is a zone-defining person with a very high Individual Spectrum (IS) score but a very low Public Spectrum (PS) score, illustrating a solitaryist and a narcissist.

Zone-4

Zone-4 is a zone-defining individuals with a high Individual Spectrum (IS) score but a low Public Spectrum (PS) score, illustrating an egoist and an egoist.

Egocentric Triangle

The Egocentric Triangle in actual life is a Comfort Zone for Selfish Maverick, Eccentric people; it is a necessary triangle requiring mutation program in order to achieve an Ultimate Enterprise (UE) zone. This means a program to add the value of empathy.

There is another unbalanced zone like this, but with high empathy but less egocentricity, called the Empathetic Triangle, which will be discussed next.

 Empathetic Triangle

Empathetic Triangle is a Public Spectrum-Oriented Triangle encompassing empathy and altruism zones.

Zone-6

Zone-6 is for Empathy: “one’s ability to understand the other person’s circumstance by considering oneself in their circumstance,”-Courtesy of https://pediaa.com and

Zone-7

Zone-7 is for altruism, “defined as the disinterested and selfless concern for the well-being of others.” ibid. https://pediaa.com goes deeper, clarifying Altruism “Thus, it is the act of doing good for the wellbeing of others. In altruism, there is a selfless concern for the well-being of others that surpasses feelings such as sympathy, compassion, or empathy. It goes to a higher level where you will even risk your life to help someone else.”

Empathy, Positive altruism and Pathological altruism Clarifications

These definitions call for more term clarifications, especially on altruism definition, where a helping hand sometimes risks his life helping a third party. Therefore, we have to define wellbeing, positive altruism, pathological altruism and the relationship of empathy, positive altruism and pathological altruism.

To be clear about these two definitions of altruism in this book, the term shown in Figure 2: Personal Influence Zones (PI-Zones) for altruism is pathological altruism. Positive altruism, on the other hand, is the public spectrum added to pathological altruism, making it a PUER attribute.

Positive Altruism is “Helping that Benefits Both the Recipient and giver(ibid.), and

Pathological altruism is when altruism taken to an unhealthy extreme and either harms the altruistic person or well-intentioned actions cause more harm than good (courtesy of www.wikipedia.org).

Empathy and  positive altruism Clarification

Relationship between empathy, altruism that is good, and pathological altruism, according to Anna S. Irani Consider Figure 2: Personal Influence Zones (PI-Zones), where we note that, when we create a situation of positive impact on both the recipient and the giver, we have positive altruism. In the foregoing discussion, we note that by adding the Individual Spectrum Score (IS Score) to the Empathetic Triangle (ET), we get Positive Altruism, which is the PUER. Similarly, a decrease of an Individual Spectrum Score (IS Score) from ET, we get Pathological Altruism. Therefore, in UE philosophy, I drop the use of positive altruism because “Helping that Benefits Both the Recipient and Giver” ² becomes a PUER.

This concludes Managing diversity and Individual Differences, giving room for Personal Influence Modifiers (PIM).

Personal Influence Modifiers (PIM)

Personal Influence Modifiers (PIM) are an individual situation arising from the two personal influence zones, viz., PUER and CUER, either permanently or temporarily. In PUER, we find two attributes, viz., self-regulation and abundance mentality, as virtue Personal Influence Modifiers (Virtuous PIM), while in CUER, we have two opposite attributes, viz., self-deception and scarcity mentality, as Vicious Personal Influence Modifiers (Vicious PIM). 

Virtuous Personal Influence Modifiers (Virtuous PIM)

Virtuous Personal Influence Modifiers (Virtuous PIM) are the Personal Influence Zones (PI-Zones) modifiers basing on personal merit motivations. These attributes are:

1. Self-Regulation, having
2. Abundance Mentality.

Self-regulation is “an exercise of influence over one’s own motivation, thought processes, emotional states, and patterns of behavior.” ³

Self-Regulation Detail

Based on the foregoing discussion, self-regulation is a personal regulation of the personality tetra-receptor (PTR). PIM (Personal Influence Modifiers) confronts an incumbent with temptations like corruption, power, or any personal gain. Therefore, if the Individual Spectrum (Ci_Mi vs. Si) is high, it will regulate an individual within PUER. PUER is for individuals with a self-efficacy (Ci_Mi) score not differing by 50%, making sure that integrity and trust are maintained most of the time. This quality develops the abundance mentality discussed next.

Abundance Mentality Detail

2   Abundance Mentality is an enterprising mind, powerful to explore and steer virtuous life, empowering its value, and calibrating dignified self-regulation.

The abundance mentality is one’s belief that if somebody gains certain property, implies a gain to all. For example, if one gets x% share property, we limit the balance to (+100+x)% shares, and plenty more. When added, we get x+x+100 = (2x+100)%, because if one gains profit in a certain business, it implies that the market for that line is available, so join a hand. Abundance mentalists believes in plenty of opportunities for everybody on every occasion, tangible or intangible. It results in a sharing of prestige, recognition, respect, profits, decision-making, wealth, etc. Abundance mentality opens possibilities, invention, innovation, options, alternatives, and general creativity. In his own words, the founder of this mentality:

Covey, Steven R., p.⁴ p.157 says: “abundance mentality—a bone-deep belief that there are enough natural and human resources to realize my dream and that my success does not mean failure for others, just as their success does not prevent my own.”

Abundance Intelligence and Abundance Mentality

We can rewrite abundance mentality into intelligence; making use of the definition of intelligence from the Personal Reinvention Link, abundance mentality will take an intelligence definition as below:

Abundance intelligence is the ability to overtly or covertly inspire, synergize, support, appreciate, and endorse an enterprising mind with the highest self-regulation.

Abundance mentality and abundance intelligence are the conducts of the PUER, where self-regulation is best exercised. There are similar habits arising from CUER called scarcity mentality and scarcity conspiracy, discussed next.

Vicious Personal Influence Modifiers (Vicious PIM).

Vicious Personal Influence Modifiers (Vicious PIM) are the Personal Influence Zones (PI-Zones) modifiers basing on personal demerit motivations. These attributes are:

1. Self-Deception, and
2. Scarcity Mentality.

Self-Deception Detail

1: Obsessed with false personal desires, self-deception is a choice with a high cognitive load.

Good clarification by www.yourdictionery.com “Self-deception defined as the act of lying to yourself or of making yourself believe something that isn’t really true.”

This concludes the Self-Deception, its meaning and sources, opening the resulting mentality called Scarcity Mentality discussed below.

Scarcity Mentality Detail

2: Scarcity Mentality

The scarcity mentality is the idea that if someone acquires a certain asset, they must have lost something.

Scarcity Mentality is the belief and thinking of vicious life, demeaning life value.

Contrary to what the Personal Reinvention Link defines as ethical values, conspiracy fits in well with intelligence.

Scarcity conspiracy is the capacity to manipulate, aim for, and accommodate a vicious life.

Personal Influence Zones (PI-Zones) Detailing

For example, in Figure 2, Personal Influence Zones (PI-Zones) are the Ultimate Enterprise Flagship; they help improve and plan all kinds of human relationships. They also fit well with David Rooke and William R. Torbert’s Seven Transformations of Leadership [v], which is a vivid 25-year study that summarizes these nine zones: Zone-1: Casuals; Zone-2: Trustworthy; Zone-3: Narcissism; Zone-4: Egocentricity; Zone-5: Volatile; Zone-6: Empathy; Zone-7: Altruism; Zone-8: High-minded; and Zone-9: Masterminds. This concludes the Vicious Personal Influence Modifiers (VIM) and Managing Diversity and Individual Differences in Table 1.

Organization Personnel Planning Aspects

Managing diversity and individual differences, as discussed above, sheds light on organizational personnel planning aspects, as discussed below. Guiding attributes are given in Table 1: Personal Influence Scanner Attributes.

Personnel Selection.

Personnel selection is staffing an organization to competitive levels in their category. However, it is not a simple process. Personal Reinvention (PR-Link) is specifically postulated to empower leaders and managers to staff organizations wisely and highly competitively by not only selecting but also empowering them into PUER (Pro-Ultimate Enterprise Region). PR-Link will facilitate leaders and managers to evaluate individuals for the proposed jobs and then try to harmonize an incumbent’s characteristics for the proposed occupation. Personnel selection involves weaving an individual’s attributes into the proposed post. Between the post and an individual, leadership has to start with designing the job description according to the requirements of that post.

Personal Influence Scanner Attributes

Table 1: Personal Influence Scanner Attributes

IS stands for Individual Spectrum, and PS stands for Public Spectrum.

Table 1: Personal Influence Scanner Attributes Application

Once the required characteristics were laid down, the post’s TOR (Terms of Reference) was advertised so that applicants lodge their Curriculum Vitae (CV), which guides the Human Resource Department on an initial selection leading to a list of applicants fit for an interview. Job description and staff characteristics are usually accomplished by using Figure 2: Personal Influence Zones (PI-Zones). As a general guide, Zones 1 and 2 are for individuals at a low level, like laborers and artisans; Zone 5 is for managers and technicians; and Zones 8 and 9 are C-suite (CEO, COO, MD, etc.) leaders. While Zones 3, 4, 6, and 7 are for rehabilitation before hiring, leaders and managers need to encourage the PUER through the training discussed next.

Personnel Training

Individual characteristics vary considerably depending on the business environments. Figure 2: Personal Influence Zones (PI-Zones) guide leaders and managers to train effectively. Some individuals need only caliber upgrading, viz., those already in PUER (i.e., from Zones 1, 2, 5, 8, and 9); however, some from CUER (i.e., from Zones 3, 4, 6, and 7) need first a rehabilitation from CUER to PUER before being upgraded into higher caliber (formal education in a particular field). If a mistake commits training into higher capacity an incumbent from CUER, then the resulting individual is a more powerful pathological narcissist or pathological altruist, thus causing trouble for an intrinsic organization. 

Figure 2: Personal Influence Zones (PI-Zones) have become a must-have HR (human resource) planning tool. This is the main cause of organization failures in the world; consider the symmetry and skewness of social changes discussed in PUER and CUER above. They suggest that in order to train well, leadership has to make sure that trainees are within the PUER; unfortunately, training CUER personnel empowers one’s vices instead of virtues. PUER and CUER are mental powers (ability); however, there are physical abilities to suit a particular post discussed briefly next.

Physical Ability

Physical ability comprises muscular strength, endurance, and movement quality, as given in Table 2: The Three Dimensions of Physical Ability by Wagner, J.A. et al., p. 45 ⁵. It is unique to human-resource selection free from the four intelligences’ viz. Si, Ci, Ei, and Mi.

Table 2: The Three Dimensions of Physical Ability

A physical ability applies when selecting personnel in business for jobs with physical fitness, like military, police, construction, etc., where job descriptions request both physical fitness and agility. Physical ability selection is not about segregation; it is about predicting job-performance and job risk levels. We will see that demographic diversity is another factor that impacts staffing and training in the next section.

Demographic Diversity

Demographic diversity is currently a competitive advantage issue, as employing monotonous staffing shrinks the thinking power in an international arena. Mixing personnel adds a sense of broad views and compensatory qualities that are demographically varying, like marketing. With demographic diversity in mind, there is Minority aspect diversity briefly discussed below.

Minority Aspects of Diversity

There are some disadvantaged groups in society that are not cared for enough, like women and physically disadvantaged personnel, rendering “higher levels of diversity in the workforce result in less discrimination in terms of wages and promotions” (p. 53). Leaders operating in PUER are rich in empathy, such that minority rights are fully cared for. However, there is an international image diversity brief below.

International Image Diversity

An organization that recruits based on international flavor gains substantial international credibility by gaining a substantial competitive advantage and scores highly in financial organizations. However, PUER credibility can be met, if need be, by rehabilitating employees from CUER before caliber training or hiring altogether. So far about organizational Personnel Planning Aspects, I really sense they deal with decision-making. How best we can achieve a decision, let us discuss below.

Decision-Making

Decision-making is the cognitive process of reaching the best choice among two or more alternatives. There are two general models used in understanding the decision-making process: the rational model and the administrative model. However, discussing The Ultimate Enterprise before making any sound decision-making, an alignment towards PUER is a wise process. PUER is a key token towards success in any business undertaking, specifically referred to in Figure 2: Personal Influence Zones (PI-Zones) such that, before making any vital decision, leaders have to make sure that the individuals deciding have to be operating in PUER.

An incumbent from the CUER will never make a decision that is good for the company since it will always prefer pathological altruism or narcissism. Once in PUER, a decision-maker is ready to use the rational model and the administrative model as usual, discussed next.

Rational model

The rational model, sometimes referred to as the rational-economic model, includes the primary assumption of economic rationality, which implies that people attempt to maximize individual outcomes. The rational model is complex as it involves conflict resolution among several individuals; among others, it includes decision theory, decision analysis, and dynamic and naturalistic decision making, which intersect with business problem solving, going beyond this book. However, Mark R. Lehto⁶, p. 2176, proposed four categories of decision-making, viz., group, dynamic, routine, and conflict-driven decision-making, which apply in business and industry. 

“Group decision-making occurs when multiple decision-makers interact and are represented at the highest level of the model as a source of conflict that might be resolved through debate, bargaining, or voting. Dynamic decision-making occurs in a changing environment, in which the results of earlier decisions influence future decisions.

Nevertheless, the decisions made in such settings often make use of feedback and are multistage. For example, a leader estimates profits arising from the introduction of a new information system; the estimates may change based on the implementation. Routine decision-making occurs when decision-makers use knowledge and experience to quickly decide what to do and is especially prevalent in dynamic decision-making contexts. Conflict-driven decision-making occurs when various forms of conflict must be resolved before an alternative action can be chosen and often involves a complicated path between situation assessment and executing an action.”

This completes the rational model decision-making process, opening room for the administrative model, discussed next.

Administrative model

The administrative model is the paradigm-defining step followed in deciding most of the managerial issues.

 Motivation

Motivation is an incentive or reason for doing something, courtesy of www.wordhippo.com

The majority of the time, management and leadership gurus misinterpret motivation topics to mean achieving only the first essential human birthright, i.e., bio survival strategies like incentives, wages, and the like. Motivation is an ultimate concern in synergy discussed later in this course. We propose that bio-survival means is not motivation but rather a requirement for everybody in life. Motivation goes deeper than acquiring survival means. In the industrial age, the best offer we made was that motivation manifested itself in terms of reward systems to employees, but in the 21st century, this never applies. Recall Figure 3: High-Performance Motivation portrays a relationship continuum updated to show corresponding business rewards in chronological order.

We use Figure 3 to identify a different motivation applicable to businesses. We apply this relationship continuum because it shows the potential of consideration within a workforce. Hence, motivation divided into three categories based on corresponding patterns in human relationships: dependence, Interdependence and Interdependence motivation.

Motivation Levels

Dependence Motivation: This occurs when a group of people controlled by one or more Pathological Narcissist leaders command order and respect among team members, hence setting goals, codes of conduct, and motivation for other parties. This situation exists in a group with followers who believe that the leader is capable.

Independence Motivation: solo domineering controls the group, such as when individuals developed power to handle their own desires and ways to achieve them. Therefore, motivation is also solo; thus, motivation portrays itself in biased style, allowing negotiation which seeks individual success. If an agreement reached between parties, a contract established basing on the agreed terms. In such organizations, internal frictions are commonplace, with no collective success. In this relationship, hindered trust dominates, where workers controlled by a lot of detailed agreements and rules.

Interdependence Motivation: this is the optimum utilization of the group/organization because all partners are working and serving a common purpose to their benefit as a group and more. Individual partners who respect common values and vision and respect diversity in such a way that they perform over one partner will produce individual synergy. This is relationship motivation, which builds strong mutual trust among parties having characteristics aligned within PUER. This character region opens full talent performance, skills, and ingenuity to apply to the assigned activity.

Therefore, when people mature and imprint PUER habits, what we need is to sharpen personal potency by dwelling on interdependent elements. Independence and dependence applied during and before the industrial age, respectively; and information age or knowledge age in interdependence motivation is for business success.

Negotiation

Negotiation is “agreeing through discussion(Courtesy: www.wordhippo.com).

A business process that aims to produce the outcome of a discussion between two or more motivated individuals is referred to as negotiation. It is a fundamental action in business, as all business transactions begin with negotiations. The personality tetra-receptor (PTR), i.e., must accommodate and unite activities like mergers, sales, conflict management, and similar ones.

Negotiation Process

Shared vision (spiritual receptor): cohesion by a common vision is an added advantage to an organization where synergy develops, where a common product exceeds an individually produced share. One condition here is that the vision needs to be sensible and ethical. In the negotiation process, individual character zones vary in vision, providing several negotiating outcomes.

Accommodating Mind (Emotional Receptor): accommodating mind optimizes empathy for partners, allowing free interaction and morale boosting. Personal grudges fade away because of the group’s unity in accepting and interacting, which opens up opportunities for understanding. In the negotiation process, individual character zones vary in emotional minds, providing several negotiating outcomes.

Confidence among partners (Cognition Receptor): believing one another’s powers within a group offers the way to achieve the vision of that group. Though we inherit the common four gifts, trade bias varies, giving an opportunity to integrate into a powerful outcome. In the negotiation process, individual character zones vary in their power to accept another individual, providing several negotiating outcomes.

Sound ethics (oral receptor): the meaning and essence of an activity act as a magnet for the group by aligning with the success track, thus increasing the impetus of the shared power. This builds integrity, the willingness to take responsibility within the group, exercise compassion, and offer total forgiveness, resulting in open and sound communication among parties. Negotiation is a process to find common ground based on the personality tetra-receptor (PTR). Therefore, negotiation success depends on the level of these four elements of trust.

Job Satisfaction and Stress

Job satisfaction is “a feeling of contentment that employees derive from their work.” www.wordhippo.com Similar to this, stress is an emotional pressure that either a human or another animal experiences (ibid.). We agree on this definition that aligns well with our discussion into consideration of Figure 2: Personal Influence Zones (PI-Zones) defining human character zones.

This concludes the Micro-Leadership section opening room for Meso-Leadership skills discussed next.

1. HBR’S 10 MUST READS on Leadership: ©2011 Harvard Business School Publishing Corporation ↩︎
2. https://core.ac.uk/download/pdf/219379106.pdf accessed on 27-09-2024 ↩︎
3. Albert Bandura: Self-Efficacy at Stanford University, from https://www.uky.edu/~eushe2/Bandura/BanEncy.html, accessed on October 15, 2020 ↩︎
4. Stephen R Covey: Principal-Centered Leadership, ©1990, 1991, 1992 Simon & Schuster UK Ltd ↩︎
5. John A. Wagner III and John R. Hollenbeck: Organization Behaviour: Securing Competitive Advantage; ©2010 Taylor & Francis ↩︎
6. Mark R. Lehto: Handbook of Industrial Engineering: Technology and Operations Management; third Edition: Gavriel Salvendy (Edt.); © 2001 John Wiley & Sons, Inc. ↩︎