Self$-$awareness:

Complete Exhibit $4\mathrm{.}2$: Measuring Locus of Control. What is a locus of control? Which best describes you, external or internal? Discuss some of your $$inner dialogue$($self$-$talk$)$ that encourages external locus of control $($e$.$g$.,$ my boss puts me in a bad mood$).$ How can you shift this same $$inner dialogue$$ to an internal locus of control? Please explain your new thinking and behaviors.

Complete Leadership Practice: Know Yourself $4\mathrm{.}3$ Instrumental and End Values. Discuss instrumental vs$.$ terminal values and how they relate to each other. Identify $5$ instrumental values and $5$ terminal values that are most important to you. How might you use these to build$/$rebuild relationships with a boss or peer? How can you use these results to redirect or strengthen your job performance and career growth?

Complete Leadership Practice: Know Yourself $4\mathrm{.}4$ What is Your Thinking Style? Which is related to Exhibit $4\mathrm{.}6($whole brain$).$ What is your dominant quadrant? Describe it$.$ How does it affect your relationships with direct reports, peers, supervisors, others who have a different thinking style? Which quadrant$($s$)$ would be most helpful to your leadership effectiveness and relationships? Explain.

Complete Leadership Practice: Know Yourself $4\mathrm{.}5$ Personality Assessment: Jung$$s Typology and read about Jung$$s personality types. What is your problem solving style $($e$.$g$.,$ ENFP$)?$ Which styles present the greatest challenges for you? Describe the challenges. What might you do to work with these styles in order to increase understanding, mutual respect, and increase your job satisfaction$/$performance$?$

Attribution Theory $$ what is the $$fundamental attribution error$?$ Explain internal vs external attributions. Use this theory to explain how you might misjudge one of your $$out groups$$ by attribution errors related to his$/$her$/$their attitude or disposition. How might organizations and society benefit $($i$.$e$.,$ stop $$othering$$ people$)$ by NOT attributing conflicts to $$others$$ biases, attitudes, or other internal $($dispositional$)$ factors?

Read case study $$ Green Designs International $$ and complete the questions at the bottom of the case.