Chapter Three – Cognitive Intelligence, Complex Task Performance
This chapter talks about the how certain aspects of yourself could contribute to how you are perceived as a leader. I thought of how initially that intelligence can help with leadership, but I did not think about characteristics like emotional display. When it talked about complex task performance it talked about how the ability for managers to do interesting complex tasks made them more enthusiastic. That, in turn, had people respond positively to the manager’s performance because of their emotional display. I feel that is something we all do when we have to go to work.
The last thing I wanted to touch on was emotional tagging. Emotional tagging is when memories that form the basis for pattern recognition are tagged with emotions. I think this is super interesting because everyone says to either make decisions with your head or your heart. In this case, either can be right. Ther first time there is a success it might’ve worked with your method or luck. It may not work the first time but your emotions can remember the success that happened before. It is important to use that cognitive intelligence and to make sure your emotions are in check.
How this will impact me is by seeing what skills I need to work on. I think I think of certain aspects of being a good leader, but leaders just need to be good all around. That also means that leaders always have to have regular self-reflection for the company to grow as well. The different thing that leaders can work with is knowing that there is an importance of the interactions between the leader style, the environmental complexity, and the type of situation. That means to always brainstorm and think of different ways to keep up with the current leadership style. For Zuckerberg or Jobs, they needed to create their own leadership style for the new digital age. I know to always keep on progressing.
In the chapter, it talks about how “our ability to make good leadership decisions is not fixed. There are things that we can do to improve our decision making.” I think this is an important “why” because we cannot stay stagnant with our leadership skills and experience. There is one thing to have the talent of being a leader, but to stay a good leader one has to continue honing on those skills. Just like in the personal reflection Tony Heish and Hicks Waldron saw that they needed to demonstrate their talents on complex tasks through time to get a good job.
The other “why” on why we read this article is to not judge people on what type of work they do. A lot of the time we do way more than what is on the job description. every person in a company is an integral part of making sure the company runs smoothly. It is important for the leader to make sure everyone feels respected and appreciated. That way their employees can do the best they can do, and it will maximize the efficiency of the work.