muhamad al fath herkan
2491011011

1. Professional athletes succeed when their personality traits and intelligences function like productive human capital. High conscientiousness and emotional stability reduce the risk of inconsistent performance, while practical intelligence and emotional regulation help players make quick, efficient decisions in uncertain environments. Coaches, by contrast, need stronger social and practical intelligence because they allocate resources, design strategies, and coordinate team output, much like managers. Different sports reward different traits: in individual sports the focus is on maximizing personal efficiency, while in team sports emotional intelligence and agreeableness matter more because coordination is a public good problem.

2. The value of intelligence types varies by occupation. For politicians, practical intelligence ranks highest because bargaining and coalition-building drive results, followed by emotional intelligence for persuasion, then analytic and creative skills. Professors, on the other hand, rely most heavily on analytic and creative intelligence for research and innovation, with practical intelligence useful for navigating institutions and emotional intelligence for teaching. Store managers at Walmart or Aldi place the highest premium on practical intelligence for logistics and operations, while emotional intelligence is critical for motivating staff and handling turnover. Analytic and creative intelligence play smaller but still relevant roles in efficiency and process improvements.

3. Ineffective leaders often destroy value by creating inefficiencies. Poor communication leads to information asymmetries that misallocate effort, micromanagement raises transaction costs, inconsistency creates policy uncertainty that discourages investment in effort, and lack of empathy drives up turnover costs. Leaders without vision fail to generate long-run growth strategies, leaving their teams stagnant. Economically, these deficiencies increase costs and reduce productivity, making such leaders inefficient allocators of both human and organizational capital.

4. Early in a career, analytic intelligence provides the strongest signal of ability and delivers the highest returns in competitive environments. Over time, however, experience accumulates into a form of wisdom that differs from raw intelligence. Wisdom can be thought of as crystallized knowledge capital combined with the ability to balance trade-offs between efficiency and fairness or between short- and long-run outcomes. In this sense, wisdom reduces the cost of poor decisions under uncertainty, making it an advanced form of leadership capital distinct from, but built upon, intelligence.

5. Downsizing affects practical intelligence in organizations by reducing the stock of tacit knowledge embedded in employees. While cutting staff may create short-term cost savings and appear efficient, it weakens informal networks, increases adjustment costs, and reduces adaptability. The trade-off is between immediate budget efficiency and the long-term erosion of problem-solving capacity. Without deliberate knowledge transfer or cross-training, downsizing usually lowers the overall level of organizational practical intelligence.

6. Some organizations are more creative than others because their structures and incentives reduce or increase the cost of innovation. Firms that reward experimentation, allow slack resources, encourage diversity, and maintain flatter hierarchies create environments where new ideas can be tested at lower transaction costs. In contrast, rigid hierarchies or risk-averse incentives discourage innovation. Just as competitive markets tend to foster more innovation than monopolies, organizations embedded in open, dynamic environments tend to be more creative than those in stable, closed systems.

7. Better leaders do tend to perceive and leverage emotions more accurately, and this ability functions like a form of leadership capital that enhances team performance. By managing the emotional climate of their teams, leaders can raise productivity, lower turnover, and stabilize morale, all of which reduce organizational costs. Economically, the benefits of emotional intelligence can be measured by linking leader EQ assessments with tangible outcomes such as worker productivity, retention rates, or efficiency gains. If high-EQ leaders consistently achieve superior results, it shows that emotional intelligence is not just a personal trait but a valuable organizational asset.

1. For my opinion, ethical leadership basically comes down to three things: being honest, being a good example, and making sure there are systems that keep people accountable. If a leader can’t show integrity in their actions, people won’t trust them. If they don’t set an example, followers won’t take ethics seriously. And without accountability like clear rules and fair consequences ethical talk just stays as theory. In economics, trust is like currency: once it’s gone, the cost of rebuilding it is really high.

2. Hannah and Avolio said that leaders need “moral potency,” which is kind of like the inner strength to actually do the right thing. It has three parts: first is moral ownership, meaning you feel personally responsible for acting ethically. Second is moral courage, which is about being brave enough to stand up for your values even if it’s risky. Third is moral efficacy, or having confidence that your actions can make a difference. I’d compare it to investing: you need to own your decision, have the courage to stick with it during tough times, and believe your strategy will pay off in the long run.


3. Ten Characteristics of Servant Leaders:

• Listening = really hearing people’s needs.
• Empathy = understanding others’ feelings.
• Healing = helping people grow after setbacks.
• Awareness = being mindful of self and environment.
• Persuasion = influencing without force.
• Conceptualization = seeing the bigger picture.
• Foresight = predicting consequences of actions.
• Stewardship = taking responsibility for resources.
• Commitment to growth of people = investing in others’ skills.
• Building community = creating collaboration and trust.

Muhamad alfath herkan
2491011011

1. When writing a first draft, it’s important to use a mix of sentence types (simple, compound, and complex) to keep the message interesting and easy to read. Avoid sentence fragments (incomplete thoughts), run-on sentences (two sentences joined incorrectly), and comma splices (using a comma instead of proper punctuation). Basically, think of your draft as “getting ideas down in full sentences” with clear structure, so the message is readable and professional.

2. Good writing makes the main point stand out. To emphasize key ideas, you can use stronger word choice or position the important idea at the start or end of a sentence. Active voice (“The manager approved the plan”) is usually clearer, but passive voice (“The plan was approved by the manager”) can be useful if the focus should be on the action instead of the person. Parallelism (using the same grammatical form, like “analyze, compare, and evaluate”) helps writing flow smoothly. Also, always check for dangling or misplaced modifiers so that the meaning stays clear.

3. A good paragraph should have a clear structure: a topic sentence to introduce the main idea, support sentences with examples or evidence, and transitions to connect ideas. There are three main plans:
• Direct plan: best for definitions, descriptions, or classifications. It starts with the main idea right away.
• Pivoting plan: useful for comparing and contrasting, where you start with one idea and then shift (“however,” “on the other hand”) to the other.
• Indirect plan: good for persuading, where you build up supporting points before giving the main idea.

4. Conciseness means saying more with fewer words. This can be done by cutting out long expressions (“due to the fact that” > “because”), removing unnecessary openers (“it is important to note that”), avoiding fillers like “there is/are,” dropping repeated words, and cutting out vague terms like “in my opinion.” For microblogging (like Twitter/X posts), short and direct wording matters even more, so condensing is essential.

5. Clarity is about making sure the reader easily understands your point. This means keeping sentences simple, avoiding old-fashioned or overused business phrases (“enclosed please find”), skipping clichés (“think outside the box”), and avoiding slang or buzzwords that might confuse readers. Also, don’t bury verbs inside nouns (“conduct an analysis” > “analyze”). Finally, avoid overly excited language in professional messages, since business writing should stay calm and precise.

6. Proofreading is about catching mistakes before sending. Common issues are spelling, grammar, punctuation, and formatting errors. Effective techniques include: reading slowly, reading aloud, checking numbers and names carefully, and reviewing the document more than once (first for content, then for mechanics). For longer or complex documents, it’s useful to take breaks before proofreading or even print the text for easier review


7. To judge if a message works, ask: Does it achieve the purpose? Is it clear and well-organized? Does it fit the audience’s needs and level of understanding? An effective message should be accurate, concise, polite, and professional. In economics or business, the effectiveness of a message can also be measured by whether it influences decisions or prompts the desired response.

1. Emotions are intense, short-lived feelings triggered by specific events (e.g., anger after unfair treatment). Moods are less intense, longer-lasting, and not always linked to a particular event (e.g., feeling generally happy or gloomy).

2. Sources include personality traits, time of day, day of the week, stress levels, social interactions, sleep, exercise, and even weather or cultural background. These external and internal factors influence how people feel at work.

3. Emotional labor managing feelings to display organizationally desired emotions can cause stress, burnout, and reduced job satisfaction. However, when managed well, it improves customer service and strengthens workplace relationships.

4. The Affective Events Theory (AET) suggests that workplace events trigger emotional reactions, which influence employees’ job satisfaction and performance. Positive events enhance motivation, while negative events increase stress or turnover.

5. Emotional intelligence (EI) is the ability to recognize, understand, and manage one’s own emotions and the emotions of others. High EI supports teamwork, leadership, conflict resolution, and overall workplace effectiveness.

6. Common strategies include cognitive reappraisal (changing how we view a situation), suppression (hiding feelings), mindfulness, stress management, and practicing empathy. These help employees stay professional and balanced.

7. Person job fit focuses on matching individual skills and abilities to job requirements, ensuring performance efficiency. Person–organization fit emphasizes alignment between an individual’s values and the organizational culture, supporting long-term satisfaction and commitment.

8. Personality is the consistent pattern of thoughts, emotions, and behaviors. It is measured using self-report surveys, observer ratings, and personality frameworks (like MBTI or Big Five). Factors shaping it include heredity, environment, culture, and life experiences.

9. Answer
• MBTI: Strength popular and easy to understand. Weakness low reliability and poor prediction of job performance.
• Big Five: Strength scientifically validated and predicts performance well. Weakness less detailed in capturing personality nuances.
• Dark Triad (narcissism, Machiavellianism, psychopathy): Strength helps identify toxic behaviors in organizations. Weakness negative focus and may stigmatize individuals.

10. Personality predicts behavior more strongly in weak situations (where rules are unclear, and individual choices matter). In strong situations (where rules, norms, and incentives are strict), personality influence is weaker because behavior is shaped more by context.

Muhamad Al fath herkan
2491011011

1. Concept of diversity and its impact
Diversity in organizations refers to differences among employees in terms of culture, gender, age, skills, and perspectives. It enriches workplace dynamics by encouraging creativity and innovation, but it can also create challenges like conflict or miscommunication if not managed well.

2. Relationship between employee attitudes and job satisfaction
Employee attitudes such as commitment, motivation, and positivity are closely linked to job satisfaction. A positive attitude generally leads to higher satisfaction, while negative attitudes can cause dissatisfaction and lower productivity.

3. Influence of diversity and attitudes on organizational performance
Diversity and positive attitudes can boost performance by fostering innovation, adaptability, and teamwork. However, unmanaged diversity or negative attitudes may reduce cooperation and efficiency, harming overall results.

4. Strategies to foster inclusivity and enhance job satisfaction
Organizations can provide diversity training, encourage open communication, ensure fair policies, recognize achievements, and create opportunities for career growth. These strategies build inclusivity and improve employee satisfaction.