Steven Wirawan

2411011022

1. Athletes and Personality

Athletes usually succeed when they’re disciplined (high conscientiousness), calm under pressure (low neuroticism), and able to work with others (moderate agreeableness and extraversion). They also need emotional control and quick decision-making — what we’d call practical intelligence. A tennis player might lean more on self-control, while a basketball player needs communication and teamwork.

Coaches need some of the same traits, but they can’t just play well themselves — they need to bring out the best in others. That means higher emotional intelligence, patience, and the ability to think strategically over the long run. The “best player” doesn’t always make the best coach because the jobs require different mindsets.


2. Ranking Intelligence for Different Jobs

• Politicians: Emotional intelligence comes first — reading people, building coalitions, handling conflict. Then practical smarts (getting deals done), then analytic (knowing policy), and finally creativity (coming up with new ideas).

• Professors: Here analytic intelligence leads — deep thinking and research. Creativity comes next for fresh ideas, then practical skills for managing classes or labs, and finally emotional intelligence, which helps with students but is often overlooked.

• Store Managers: Practical intelligence is #1 — solving daily problems and keeping things running. Emotional intelligence is close behind for motivating staff. Analytic helps with scheduling and data, while creativity is nice but not as critical.



3. Why Some Leaders Fail

The worst leaders I’ve seen weren’t “dumb” — they often lacked emotional awareness. They couldn’t regulate their tempers, didn’t listen to people, or were too rigid to adapt. Some talked big but couldn’t follow through. Others micromanaged or avoided responsibility. In short, people usually fail as leaders not because of low IQ, but because they lack empathy, humility, or common sense.


4. Intelligence vs. Wisdom

People often get leadership roles young because they’re “smart” in the analytic sense. But over time, experience matters more. Wisdom isn’t just being intelligent — it’s knowing when to speak and when to stay quiet, how to balance competing needs, and how to look beyond yourself. Intelligence gets you in the door, but wisdom keeps people following you.


5. Downsizing and Practical Intelligence

When organizations downsize, they often lose people who carry years of experience and “know-how.” That hurts the company’s practical intelligence because the shortcuts, lessons learned, and insider knowledge walk out the door. Unless the company works hard to keep or pass on that tacit knowledge, decision-making gets weaker.


6. Organizational Creativity

We think of creativity as an individual trait, but organizations can be “more creative” too. Companies that encourage idea-sharing, accept mistakes as part of learning, and mix people from different backgrounds tend to generate more new solutions. In contrast, rigid, fearful workplaces crush creativity, no matter how talented the people are.


7. Leaders and Emotions

Better leaders do pick up on emotions more accurately and use them to guide their teams. You can test this in a few ways: ask people around them (360° feedback), watch them in high-pressure meetings, or measure team morale and performance. If a leader consistently lifts people up when tensions are high, that’s a sign they’re emotionally sharp.

Steven Wirawan

2411011022

1. What Are Critical Elements of Developing Ethical Leadership?

Developing ethical leadership involves a combination of personal and professional qualities. Key elements include integrity and character, which means a leader's actions are consistently aligned with strong moral principles. This is supported by fairness and justice, ensuring everyone is treated equitably without bias. A good ethical leader also practices accountability, taking responsibility for their decisions and the outcomes, both good and bad. Finally, they build trust and respect by being transparent, dependable, and valuing the contributions of others.

2. ThreeMain Component for Moral Potency

• Moral Courage: The strength to act on one's moral convictions despite the risks, such as social backlash or professional consequences.
• Moral Efficacy: The belief in one's own ability to successfully navigate an ethical challenge and do the right thing.
• Moral Ownership: The feeling of personal responsibility for an ethical issue, seeing it as a problem to be solved rather than something to be ignored.

3. Ten Characteristics of Servant Leaders
Servant leadership is a philosophy where a leader's main goal is to serve their team and community. The ten key characteristics often associated with servant leaders are:
• Listening: Paying close attention to the needs and concerns of others.
• Empathy: Understanding and sharing the feelings of others.
• Healing: Helping people recover from emotional pain and personal struggles.
• Awareness: Being self-aware and attuned to the broader environment.
• Persuasion: Using gentle influence instead of authority to make decisions.
• Conceptualization: Thinking beyond day-to-day tasks to a broader vision.
• Foresight: Using past and present knowledge to anticipate future outcomes.
• Stewardship: Seeing oneself as a caretaker of the organization and its people.
• Commitment to the Growth of People: Actively helping individuals grow and develop.
• Building Community: Fostering a sense of belonging and collaboration.

Steven Wirawan
2411011022

1. Composing the First Draft
Use a mix of sentence types to keep writing clear and engaging. Avoid fragments (incomplete sentences), run-ons (two ideas joined without proper punctuation), and comma splices (two sentences joined only by a comma).

2. Improving Writing Techniques
Highlight important ideas by placement, use active voice for clarity and passive voice when the doer is less important, maintain parallel structure for balance, and avoid dangling or misplaced modifiers by keeping them close to the words they describe.

3. Drafting Organized Paragraphs
Use the direct plan to define or describe, the pivoting plan to compare and contrast, or the indirect plan to explain and persuade. Each paragraph needs a clear topic sentence, supporting details, and smooth transitions.

4. Polishing for Conciseness
Cut flabby expressions, long lead-ins, there is/are fillers, redundancies, and empty words. Keep messages short and direct, especially when writing for microblogging.

5. Improving Clarity
Use plain language, avoid trite business phrases, clichés, slang, and buzzwords. Replace wordy verb phrases with strong verbs and keep enthusiasm controlled.

6. Proofreading Techniques
Check spelling, grammar, punctuation, and formatting. Read aloud, review from the end backward, take breaks before proofreading, and use tools carefully.

7. Evaluating Effectiveness
Ask if the message is clear, concise, well-organized, accurate, appropriately toned, and successful in achieving its purpose.

Steven Wirawan
2411011022

1. Emotions are like sparks—they come quickly, are intense, and usually point at something or someone (like being mad at your boss or happy about a compliment). Moods are more like the weather—they last longer, feel less intense, and aren’t always tied to one clear cause.

2. They can come from a lot of things: our personality, stress, sleep, the weather, or even just the time of day. Relationships and social activities matter too—spending time with friends usually lifts our mood, while conflicts or too much stress can drag it down.

3. When workers have to “act” happy or calm all the time, it can take a toll. On the bright side, it helps customers feel good. But for employees, it can be draining and lead to stress, dissatisfaction, and eventually burnout if they constantly fake emotions.

4. This theory basically says that little events at work shape how we feel, and those feelings then shape how we behave. For example, getting praised might boost your mood and make you more motivated, while harsh criticism might spark anger and make you less engaged.

5. Emotional intelligence is the skill of noticing feelings (yours and others’), making sense of them, and using that understanding to handle situations better. It’s about being aware, staying in control, showing empathy, and getting along with people.

6. Some people just “put on a mask” (surface acting), while others try to really change how they feel inside (deep acting). Others reframe the situation in a more positive way, practice mindfulness, or simply talk it out with someone they trust.

7. Person–job fit is about matching someone’s skills and personality to the actual tasks of a job. Person–organization fit is more about whether someone’s values and style match the overall company culture. Both matter, but in different ways.

8. Personality is basically the collection of traits that makes us who we are and guides how we act. Psychologists often measure it with surveys like the Big Five or MBTI. Personality comes from both nature (our genes) and nurture (our upbringing, culture, and life experiences).

9.
• MBTI: Easy to understand and fun for self-discovery, but not very reliable or scientific.

• Big Five: Backed by research and good at predicting behavior, though it doesn’t cover everything.

• Dark Triad: Useful for spotting negative traits like manipulation or selfishness, but it can feel judgmental and doesn’t explain the whole person.

10. Our personality shows up more clearly when the rules are loose and we can act freely. In “strong” situations with strict rules, everyone tends to behave similarly, so personality doesn’t stand out as much.

Steven Wirawan
2411011022

1. Concept of Diversity in Organizations and Its Impact on Workplace Dynamics

Diversity in organizations refers to the presence of differences among employees in terms of race, gender, age, ethnicity, religion, abilities, and backgrounds. It brings various perspectives, fosters creativity, and enhances problem-solving. However, it may also lead to misunderstandings or conflict if not managed well. A diverse workplace encourages innovation but requires strong inclusion practices to maintain harmony.

2. Relationship Between Employee Attitudes and Job Satisfaction

Employee attitudes reflect their feelings and beliefs about their job, colleagues, and organization. Job satisfaction is a key component of these attitudes. Positive attitudes often lead to high job satisfaction, which results in better performance, lower turnover, and increased engagement. Conversely, negative attitudes can cause dissatisfaction and reduced productivity.

3. Influence of Diversity and Attitudes on Organizational Performance

Both diversity and employee attitudes significantly affect organizational performance. When managed well, diversity increases innovation and decision quality. Positive attitudes and job satisfaction lead to higher morale, better teamwork, and improved customer service. Poorly managed diversity or negative attitudes can result in conflict, low motivation, and high turnover, harming performance.

4. Strategies to Foster Inclusivity and Enhance Job Satisfaction

• Provide Diversity
Training to build awareness and reduce bias.

• Encourage Open
Communication to make everyone feel heard and respected.

• Offer Equal Growth
Opportunities regardless of background.

• Recognize and
Reward Efforts to boost morale and motivation.

• Promote Work-Life
Balance to reduce stress and improve satisfaction.

• Build an Inclusive
Culture where all employees feel valued and supported.