CH 4 - MGMT-5370-W01 - SEMINAR

CH 4 LO: Explain how leaders use 360-degree feedback to improve their performance.

360-degree feedback is commonly used today to provide leaders with feedback on their attitudes and behaviors. - A formal evaluation of superiors based on input from people who work both for and with the leader, sometimes including customers and suppliers. - Also referred to as multirater feedback. - Viewed as more suited for its original purpose of development for a manager or leader than for administrative purposes, such as performance evaluation and salary administration. Best when survey reflects the behaviors and attitudes the organization values most and connects to: - How the person receiving feedback should have input on who gives the feedback. - Competencies associated with organization's success. - Feedback reflecting leadership functioning. - Workers who are trained on giving & receiving feedback. - Action plans for improvement. - Individual leader having ownership of the feedback received Problem is with the anonymous feedback and potential for group member to "anonymously strike" at leader.

CH 4 LO: Describe the participative and autocratic leadership styles.

A leader's behavior begins to reveal a consistent, regular, predictable pattern of dealing with group members. This consistency then reveals a pattern of behavior which characterizes the leader's actions into one of several leadership styles: ==== Participative ==== - Share decision making with group members. - Encompasses the team approach as leaders accept suggestions from group members related to managing the operation. - Leadership style can be time-consuming and results in reducing the power of the leader. Divided into three subtypes: Consultative - Leaders confer with group members before making a decision, but the leader retains the final authority to make decisions. Consensus - Leaders strive for consensus in discussions and decisions are made reflecting a general agreement the group members support. Democratic - Leaders confer final authority to group members. ==== Autocratic ==== - Leaders retain authority and make all decisions assuming group members will comply. - Considered task-oriented leaders as their focus is on getting tasks accomplished. - Typical behaviors include telling, asserting, and serving. - Is effective in certain situations. - Does not necessarily imply the leader is impulsive or stubborn ==== Servant ==== - A servant leader serves constituents by working on their behalf to help them achieve their goals, not the leader's own goals. - The idea behind servant leadership, as formulated by Robert K. Greenleaf, is that leadership derives naturally from a commitment to service. - A servant leader is therefore a moral leader. - Servant leadership has been accomplished when group members become wiser, healthier, and more autonomous. The following are key aspects of servant leadership: - Place service before self-interest - Listen first to express confidence in others. - Inspire trust by being trustworthy. - Focus on what is feasible to accomplish. - Lend a hand. - Provide emotional healing. - Act as a role model for other organizational members to emphasize service. - Focus on employee growth that leads to need satisfaction. ==== Entrepreneurial ==== - An entrepreneur is a person who founds and operates an innovative business. - The entrepreneurial leadership style often incorporates the following behaviors: -- Strong achievement drive and sensible risk taking. -- High degree of enthusiasm and passion. -- Typical pattern of being proactive. -- Tendency to act quickly when opportunity arises. -- Visionary perspective combined with tenacity. -- Dislike of hierarchy and bureaucracy. -- Preference for dealing with external customers. -- Eye on the future.

Management Openness

A set of leader behaviors particularly relevant to subordinates' motivation to voice their opinion.

CH 4 LO: Describe at least five task-oriented leadership behaviors and attitudes.

Adaptability to the situation - Adaptability reflects the contingency viewpoint: A tactic is chosen based on the unique circumstances at hand. Direction setting - Direction setting is part of creating a vision and a component of strategy. High-performance standards - People tend to live up to the expectations of their superiors. This is called the Pygmalion effect. Concentrating on strengths of group members - Make good use of the strengths of group members rather than concentrating effort on patching up areas for improvement. Risk-taking with execution of plans - The leader must take risks and be willing to implement those risky decisions. Hands-on guidance and feedback - Technical competence and knowledge of the business are important leadership characteristics. Ability to ask tough questions - A tough question is one that makes a person or group stop and think about why they are doing or not doing something. Organizing for collaboration - The task focus is that the information sharing takes place, whereas the relationship focus is that group members must work collaboratively with each other.

List task-oriented leadership behaviors and attitudes (8)

Adaptability to the situation Direction setting High-performance standards Concentrating on strengths of group members Risk-taking with execution of plans Hands-on guidance and feedback Ability to ask tough questions Organizing for collaboration

CH 4 LO: Describe at least five relationship-oriented attitudes and behaviors.

Aligning people - People pulling in the same direction and collaborating smoothly. - After being aligned, organizational members can pull together toward a higher purpose. Openness to worker opinions - A major part of relationship-oriented leadership is to engage in management openness, or a set of leader behaviors particularly relevant to subordinates' motivation to voice their opinion. Creating inspiration and visibility - Inspiring people usually involves appealing to their emotions and values. Satisfying higher-level needs - Effective leaders motivate them by satisfying higher-level needs, such as needs for achievement, personal growth, a sense of belonging, recognition, self-esteem, and a feeling of control over one's life. Giving emotional support and encouragement - A supportive leader gives frequent encouragement and praise and also displays caring and kindness even about nonwork-related matters such as the health of a worker's ill family member. Promoting principles and values - Help promote values and principles that contribute to the welfare of individuals and organizations. - This promotion can be classified as relationship oriented because it deals directly with the emotions and attitudes of people, and indirectly with the task. Reducing task ambiguity - Ambiguity leads to stress for many workers, so stress is reduced when more structure is provided.

List relationship-oriented attitudes and behaviors (7)

Aligning people Openness to worker opinions Creating inspiration and visibility Satisfying higher-level needs Giving emotional support and encouragement Promoting principles and values Reducing task ambiguity

Participative/Consensus

Consensus - Leaders strive for consensus in discussions and decisions are made reflecting a general agreement the group members support.

Consideration

Consideration refers to the extent to which the leader creates an environment of emotional support, warmth, friendliness, and trust.

Participative/Consultative

Consultative - Leaders confer with group members before making a decision, but the leader retains the final authority to make decisions.

Particapative/Democratic

Democratic - Leaders confer final authority to group members.

Initiating Structure

Extent to which relationships are organized and defined by assigning tasks, specifying procedures to be followed, scheduling work, clarifying expectations, and establishing realistic goals.

CH 4 LO: Present the case for the entrepreneurial style of leadership and for gender differences in leadership style.

Gender differences in leadership style have been observed. - Women are more likely to exhibit higher levels of people skills than men AND consequently men and women have different leadership styles. - However, this naturally draws criticism and controversy due to the insufficient evidence to draw decisive conclusions. - INDIVIDUAL differences among women and men are probably far more important than any relatively small overall average difference between the two gender groups.

Subjective Data - Leadership Effectiveness

Judgments and perceptions by others about the leader's effectiveness. A plant manager rating a supervisor or the board rating a CEO.

CH 4 LO: Determine how to choose the most appropriate leadership style.

Leader should diagnose the situation and then choose the appropriate leadership style to match. There is no one best or most effective leadership style. Leaders who get the best results do not rely on one style. Effective leaders need to focus on BOTH structuring the work (task behaviors) AND supporting and developing good interpersonal relationships with and among group members (relationship behaviors). Leaders establish high-quality relationships with team members when they vary their style to meet the needs of each subordinate rather than treat every employee in the same manner.

CH 4 LO: Explain the key leadership dimensions of initiating structure and consideration.

Ohio State studies were conducted in the 1950s. Researchers surveyed group members regarding their perceptions of their supervisors (leaders). 85% of the leadership behaviors described were focused in two areas/dimensions: Consideration - Refers to the extent to which the leader creates an environment of emotional support, warmth, friendliness, and trust. - The leader is approachable and focuses on the welfare of the group members. - The leader makes connections with people. - Being soft-spoken, or not dominating the discussions taking place between leader and group members, is another aspect of consideration. Initiating Structure - Extent to which relationships are organized and defined by assigning tasks, specifying procedures to be followed, scheduling work, clarifying expectations, and establishing realistic goals. - Leaders clearly define their personal role as well as those of each and every group member. -- Both dimensions contribute to an understanding of leadership. Consideration - influences satisfaction of group members and the leader; worker motivation; leader effectiveness Initiating Structure - influences job, group, and organization performance Unfavorable attitudes occur when employees don't receive what they feel they need from both dimensions.

Effective leader

One who helps group members attain productivity, including high quality and customer satisfaction, as well as job satisfaction.

Pygmalion effect

People tend to live up to the expectations of their superiors. This is called the Pygmalion effect.

Objective Data - Leadership Effectiveness

Sales, production, safety, number of patents produced by the group, cost cutting, or staying within budget.