Ch 7/14

Finally, researchers accepted the fact that when asked about the best leadership behaviors, the answer more often than not is, ___ ________!

"it depends!"

legitimating tactics

- basing a request on implied support from superiors, or on rules or policies

inspirational appeals

- building enthusiasm or confidence by appeals to emotions, ideals, or values

CEO succession accounted for _____ of company performance.

-15%

Intuition

-A non-conscious process created from distilled experience that results in quick decisions Relies on holistic associations Affectively charged - engaging the emotions

individualized consideration: develop followers through delegation

-Don't just dump the crappy work -Match work with the individual based on talents, needs and abilities -Delegate, then allow them to function independently -Follow up and coach!

How does attribution occur in orgs?

-Employment Interview Perceptual biases of raters affect the accuracy of interviewers' judgments of applicants Formed in a single glance - 1/10 of a second! -Performance Expectations Self-fulfilling prophecy (Pygmalion effect): The lower or higher performance of employees reflects preconceived leader expectations about employee capabilities

effective leaders

-Enable people to accomplish more than if there had been no such leadership -Unlock other people's potential

"If we take a man as he is, realistically, we make him worse due to the drifts or detriments in him or his environment. However, if we take him as he should be, optimistically, we help him to become what he can be."

-Example of inspirational motivation If we raise an individual's expectations through inspiration, we change the framework in which they operate. Aim for the ideal and promote greatness.

effective leadership

-Influence that assists an organization to meet its goals and perform successfully

factors that contribute to the tendency to escalate (commitment)

-Limited cognitive processing ability. -Retrospective Rationality: the desire to justify a previous decision -Prospective Rationality: belief in the expected outcome -Norm for consistency: company culture that emphasizes sticking to one's decided course of action, not being wishy-washy

Typically, people think of leadership as..

-Only those in designated leader position -Influence exercised Deliberately Specific goal attainment -Voluntary compliance of followers

how to: intellectual stimulation

-Reexamine critical assumptions -Seek different perspectives when solving problems -Get others to look at problems from many angles -Encourage non-traditional thinking to deal with traditional problems -Non-traditional thinking -Brainstorming More ideas the better No criticism Wild ideas are great Build on others ideas -Use fantasy Imagine alternative states What should a college education look like to you? -Learn to think differently Rational - For engineers, accounts, etc Empirical - For scientists Idealistic - For ideologues, comfort with traditions Existential - For group consensus -Ask challenging questions

common biases and errors in decision making

-Representativeness Bias The degree to which a single event is similar to its parent population -Anchoring Bias Using early, first received information as the basis for making subsequent judgments -Confirmation Bias Selecting and using only the facts that support our decision -Availability Bias Emphasizing information that is most readily at hand Recent and Vivid information -Randomness Error - Creating meaning out of random events - superstitions -Winner's Curse - Highest bidder pays too much due to value overestimation Likelihood increases with the number of people in auction -Escalation of Commitment - Increasing commitment to a decision in spite of evidence that it is wrong - especially if responsible for the decision!

how to give idealized influence

-Talk about your values and beliefs In order to be a role model, your followers need to know what they're following Shows that you're a real person. -Talk about the importance of trusting each other Followers who feel that they can trust their leader tend to be willing to give more effort Trust is the grease that makes organizations work Without trust, effort must be spent protecting oneself Demonstrate your trustworthiness (ABI) Trust is the willingness to be vulnerable to the actions of others, without the ability to monitor their actions. -Specify the importance of having a strong sense of purpose Giving up is not an option What is going to keep you going? -Consider the moral and ethical consequences of your decisions Make decisions that transcend your own self-interest Become a pillar of integrity List 5 values

Ohio state-michigan studies: 2 general forms of behavior

-Task oriented/Initiating Structure Ensures that people, equipment, and other resources are used in an efficient way to accomplish the mission of a group or organization Clarify work duties Assigns employees to work Ensure rule compliance Push for performance -Relationship oriented/Consideration Shows concern for followers Shows mutual trust Respect for subordinates Genuine concern **Participative management (PM) the process of involving employees in setting goals, making decisions, solving problems, and making changes in the organization Same problem as trait theories though - Sometimes they worked sometimes they didn't

coercive power

-administer punishment -can be subtly used by lower level employees on managers

referent power

-based on admiration -incidental and hard to use purposefully

expert power

-based on specialized knowledge needed by others -available to all levels of the org -required for a great leader

which type of power has the lowest costs

-expert and referent

transformational facets

-inspirational motivation -idealized influence -intellectual stimulation -individual consideration

highly professional subordinates

-intrinsic motivation -high-self worth Good performance reward systems may preclude the need for task-oriented leadership

great men alter the course of history

-medieval hierarchy -evolutionary theory

3 concepts of inspiration

-motivation: provides energy and direction that fuels action -evocation: inspiration cannot be force, only evoked. -transcendence: inspiration comes from an appreciation of beauty and excellence that allows them to rise above the ordinary.

Act as leaders for many reasons

-motives are seldom single-focused -not necessarily specific goal attainment

3 ways to elevate confidence

-provide experience in which they can be successful -vicarious experiences -rational arguments

How to give inspirational motivation

-talk optimistically about the future President Obama's hope, change and brighter future Motivates by eliciting a positive psychological state which is intrinsically motivating -talk enthusiastically about what needs to be accomplished Particularly in difficult situations, maintain the enthusiasm -Articulate a compelling vision of the future Talk about the past, it gives a sense of who we are. Talk about the present, it tells us where we are Talk about the future to provide a compelling vision. Obsession with the present leads to short term thinking. Provide an exciting image of essential considerations: -People have personal agendas and strong egos Suppressing these require a clear prioritization of tasks which are critical to the vision. Provides focus. Express confidence that goals will be achieved

emotions in decision making

-the "myth of rationality" -impossible to separate emotion from cognition -intuition -emotions act as information about future states -emotions are somatic markers primitive form of decision making tag stimuli with easily accessible emotions critical to consider in decision making -Phineas Gage railroad man damage frontal lobe unable to regulate emotions

2 stages of decision making

1. Formulation Phase Identifying the problem or opportunity Gather information Develop performance expectations Diagnose causes of and relationships among contributing factors 2. Solution Phase Generate alternatives Select the preferred solution Implement the solutions Monitor and evaluate the outcome

perfect world model

1. Identifying the Decision Situation (perception) 2. Develop Objectives and Criteria 3. Generate Alternatives 4. Analyze Alternatives 5. Select Alternative 6. Implement Decision 7. Monitor and Evaluate Results

Formulation phase- decision making

1. Identifying the problem or 2. opportunity 3. Gather information 4. Develop performance expectations 5. Diagnose causes of and relationships among contributing

solution phase- decision making

1. generate alternatives 2. select preferred solution 3. implement the solutions 4. monitor and evaluate the outcome

make ethical decisions

1. is the proposed action legal? 2. if "yes", does the proposed action maximize shareholder value? 3. If "yes", is the proposed action ethical? 4. If "no", would it be ethical not to take the proposed action?

how should you make decisions?

1. use the rational decision making model 2. recognize that you're likely biased consider your biases the information used stereotypes most importantly, consider your emotional state! 3. use new, real time information as it arrives to evaluate your decision

disadvantages of group decision making

A few people dominate or intimidate Groupthink Satisficing Goal displacement -build consensus -brainstorming doesn't work unless modified.

autocratic

A leader who dictates work methods, makes unilateral decisions, and limits employee participation.

democratic

A leader who involves employees in decision-making, delegates authority, and uses feedback as an opportunity for coaching employees

laissez-faire

A leader who lets the group make decisions and complete the work in whatever way it sees fit.

fiedler contingency model

A leadership theory proposing that effective group performance depends on the proper match between a leader's style and the degree to which the situation allows the leader to control and influence. **that's all he wants us to know**

perception

A process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment.

charismatic leader

An enthusiastic, self-confident leader whose personality and actions influence people to behave in certain ways. "Cult of Personality"

Distributed leadership

Anyone can exhibit acts of leadership

intellectual stimulation: Reexamine critical assumptions

Are the operating policies and procedures in your business still valid? Changes to context, internal structure, technology Major breakthroughs in innovation can come at the questioning of assumptions New models of organizing can be developed as a result

University of Iowa Studies - identified 3 leadership styles

Autocratic - A leader who dictates work methods, makes unilateral decisions, and limits employee participation. Democratic - A leader who involves employees in decision-making, delegates authority, and uses feedback as an opportunity for coaching employees Laissez-faire - A leader who lets the group make decisions and complete the work in whatever way it sees fit.

To be a truly great leader and use individualized consideration

Become interested in the well-being of others Celebrate diversity Establish mentoring programs in your organizations Create strategies for personal improvement

Judging someone on the basis of one's perception of the group to which that person belongs - a prevalent and often useful, if not always accurate, generalization

Biologically adapted to stereotype You're going to do it Important to acknowledge it and evaluate your use of stereotypes

Express confidence that goals will be achieved

Collective efficacy Achieving vision is about motivating people to step out of their comfort zone Three ways to elevate confidence Provide experience in which they can be successful Vicarious experiences Rational arguments

intellectual stimulation: Seek different perspectives when solving problems

Complex problems require a complex set of skills and abilities to address Complexity therefore requires a number of people donate their knowledge and skills Each individual possesses a unique set of life experiences to filter

individualized consideration

Dealing with others as individuals and considering their needs, abilities and aspirations as you work together to further their development. -Be empathetic -Understand what they are about -Be developmentally focused by encouraging continuous improvement **These are achieved by: -Be alert to follow needs -Provide learning opportunities

bounded rationality

Decision makers do not examine all of the suggested solutions before choosing one. Decision makers do not use objective criteria and weights to judge an alternative. Rather, they use heuristics. Decision makers want to choose the best solution (optimizing) but usually settle for the first solution that is minimally acceptable (satisficing).

proposed contingent leadership behaviors

Directive - Tells followers what to do, when to do it and how to do it Supportive - Shows concern for followers Participative - Consults with followers and uses suggestions Achievement - Sets challenging goals and expects followers to perform at their highest level

Exceptions to the EQ rule

Drive - High effort level Desire to Leader - You have to want to lead to be a great leader Honesty and Integrity - Followers must be able to trust Self-confidence - Followers look for absence of doubt Intelligence - Leaders need to be able to make correct decisions Job knowledge - Again, good decisions and trust Extraversion - Only slight relationship, but leaders have to be able to be social

The "Myth of Rationality"

Emotions were seen as irrational Managers worked to make emotion-free environments

servant leadership

Focuses on providing increased service to others—meeting the goals of both followers and the organization—rather than to oneself.

intellectual stimulation: Get others to look at problems from many angles

Get past "We always do it this way" Helps efficiency, hurts innovation and forces people into unnatural procedural boxes Assumes that all people are the same have the same skill sets Have the same work preferences

advantages to group decision making

Greater pool of knowledge Different perspectives Intellectual stimulation Better understanding of decision rationale Deeper commitment to the decision

idealized influence: moral/ethical

Hold and display character strengths and virtues valued by society

idealized influence

Idealized influence involves being a positive role model that exemplifies high levels of moral/ethical and performance standards. Moral/Ethical: Hold and display character strengths and virtues valued by society Put your group's interests ahead of your own personal interests Performance standards: aim high in all work products, processes and outcomes to raise the bar for others Short term: affects relationship with the lazy or insecure follow Long run good though

formulation phase

Identifying the problem or opportunity, gathering information, develop outcome criteria, and diagnosing causal relationships **All of these are based in perception...which can be a problem

big data

Includes not only data in corporate databases but also web-browsing data trails, social network communications, sensor data, and surveillance data

intellectual stimulation

Intellectual stimulation allows for breakthrough strategy and unequaled innovation involves: rational thinking creativity freedom to fail **forces followers to exert cognitive energy

emotional intelligence

Just like cognitive intelligence but about mood and emotions EQ is the awareness and ability to manage the emotions of oneself and others Requires Self-awareness Self-regulation Motivation Empathy Social Skill

components of inspired public speaking

Know your material Practice over and over Know the audience Know the room Relax Visualize yourself speaking Focus on the message not the medium People want you to succeed! Don't apologize for mistakes Gain experience

What is leadership

Leadership is the behavioral process by which individuals influence the behaviors of others.

problems with contingency

Only one style at a time is simplistic No strong empirical consensus Narrow definition of leadership effectiveness Leadership process much more complex than this Ignores affective component

How to: individualized consideration

People have different needs, abilities and aspirations Treat others as individuals rather than a member of a group Listen attentively to Others' concerns Help others develop their strengths Spend time teaching and coaching Promote self-development empowerment and dependency Develop followers through delegation

intellectual stimulation:Encourage non-traditional thinking to deal with traditional problems

Periodically examine your mental frame Habits you rely on in your work and thinking practices Do you exclusively rely on: Existing knowledge Personal values and beliefs Life experiences Makes work easy and painless

in the early 20th century, men found some relationships

Physical : Height, weight and physique Health: better than average health and high levels of energy Communication: fluency, tone of voice, talkativeness, Intellectual: high levels of intelligence, scholarship,& knowledge; good judgment and decision, insight, originality, Personal traits: adaptability, self-sufficiency; & honesty Research found that not all people with these traits were great leaders and great leaders didn't necessarily have these traits

assumptions of the rational model

Problems are clear (easily identified) Objectives are clear Everyone agrees on the criteria and their weights All alternatives are known All consequences can be anticipated Decision makers are rational with no biases and with the cognitive ability to process all relevant information The "real world" model: seeks satisfactory and sufficient solutions from limited data and alternatives

EQ requires...

Requires Self-awareness Self-regulation Motivation Empathy Social Skill

legitimate power

Results from managers' formal positions within the organization Rank, but can be undermined of rank isn't deserved

Humans have limited cognitive capacity, so we take shortcuts, including:

Selective Perception - See what is important to you Halo Effect - Using a single characteristic to fill in the rest of the information Contrast Effects - Using others as comparisons for what is appropriate

compelling vision must contain:

Shared values important to the followers Inspirational, but realizable theme Must use superior imagery (idea v. dream) Must be well articulated

analytics

Sophisticated forms of business data analysis Portfolio analysis, time-series forecast

methods for avoiding escalation behavior

Stress that past investments are sunk costs Recognize change in the environment and the need to be flexible Use outside experts Appoint Devil's Advocates

rational decision making

The "perfect world" model: assumes complete information, ordered preferences, and identifiable outcomes Six-step decision-making process

the attribution theory says...

The attribution theory says that when we observe behavior we try to determine if it is internally or externally driven.

leader-member exchange theory (LMX)

The leadership theory that says leaders create in-groups and out-groups and those in the in-group will have higher performance ratings, less turnover, and greater job satisfaction.

big data analytics

The process of examining large amounts of data of a variety of types to uncover hidden patterns, unknown correlations, and other useful information

self-serving bias

The tendency for individuals to attribute their own successes to internal factors while putting the blame for failures on external factors It is "our" success but "their" failure

fundamental attribution error

The tendency to underestimate the influence of external factors and overestimate the influence of internal factors when making judgments about the behavior of others We blame people first, not the situation

Why is it hard to be evidence based?

There's too much evidence There's not enough good evidence The evidence doesn't quite apply People are trying to mislead you You are trying to mislead you The side effects outweigh the cure Stories are more persuasive anyway

intellectual stimulation: non-traditional thinking

Thinking beyond the traditional frames of reference Contrarian thinking: Devils advocacy Lateral thinking: Redefine the frame What is success? Question the unquestioned

individualized consideration works because...

This works because: Followers feel valued because of the special attention Encourages a two way exchange Personalizes your relationship Encourages individualism (creativity and lack of groupthink) In essence, you transfer transformational capabilities to your successors by development.

empowerment and dependency in individualized consideration

Too much consideration can lead to dependency Empowerment: Followers develop into confident and independent minded leaders in their own right Improves confidence and commitment Dependency: Followers become emotionally attached to a leader and cannot become independent Solution is to not to become too close and to encourage independent thinking

leaders may use power well, poorly, or not at all. T or F?

True; they may not know how to use it or when to use it

Trustworthiness is composed of:

ability, benevolence, and integrity. Ability - Technical and interpersonal competence. Do I believe you're capable of doing what you say you will do? Benevolence - A belief that the target has your best interests at heart. Do I think you're looking out for my well being? Integrity - Ethical considerations (honesty, trustfulness, etc). Do I believe that you have a code of ethics that you follow at all times? -Emphasize teamwork Deindividuation: temporary loss of personal identity Shifts focus from the individual needs to the group needs Also enhances moral development due to shift from individual focus to group focus -Instill pride in others for being associated with you e.g. Barry Sanders? Will Rogers? Flaming Lips? High performing leads to pride in others -Act for the good of others Altruism is acting for the good of others without any benefit for self Altruistic acts lead to trust and harmony between leader and follower -Act in ways to build respect Behave in ways that reflect the social values of the organization and society as a whole -Display a sense of power and confidence Be a champion for your people. They'll love you for it. That doesn't mean abuse power -Assure others that obstacles will be overcome People like other people who are happy and positive

sets challenging goals and expects followers to perform at their highest level

achievement

integrating tactics

acting humble or friendly before making a request

idealized influence: short term

affects relationship with the lazy or insecure follow

idealized influence: performance standards

aim high in all work products, processes and outcomes to raise the bar for others

prospective rationality

belief in the expected outcome

illusion of control

belief that you have more influence over external events than you do

psychopathy

characterized by lack of concern for others, impulsive behavior, and a dearth of remorse when the psychopath's actions harm others

which type of power has the highest interpersonal costs

coercive

which power is the most effective

combined use of power

norm of consistency

company culture that emphasizes sticking to one's decided course of action, not being wishy-washy

______________ may be substitutes for leadership which make a leadership style unnecessary

contingencies

rational persuasion

convincing someone by using logic, reason, or facts

tells followers what to do, when to do it and how to do it

directive

machiabellianism

displays a cynical view of human nature and condones opportunistic and unethical ways of manipulating people, putting results over principles

elements of attribution theory

distinctiveness: shows different behaviors in different situations (someone is late in all situations is low distinctiveness). consensus: looks at the response and compares it to others in the same situation to see if it is consistent with the behaviors of others (everyone else was late that day). consistency: Consistency looks to see if the response is the same over time (someone is late to work all the time is highly consistent).

psychological empowerment

employees' belief that they have control over their work Leading for meaningfulness: inspiring and modeling desirable behaviors Leading for self-determination: delegating meaningful tasks Leading for competence: supporting and coaching employees Leading for progress: monitoring and rewarding employees

__________ ________ for rational decision making Just facts, no emotion.

functional basis

consultation

getting others to participate in a decision or change

coalition tactics

getting others to support your effort

narcissism

having "a self-centered perspective, feelings of superiority, and a drive for personal power and glory

Forces followers to exert cognitive energy

intellectual stimulation

Leaders vs. managers

leaders: "doing the right things" focus on vision, mission, and goals managers: "doing things right" focuses on preserving the status quo.

behavioral theories

leadership theories that identify behaviors that differentiated effective leaders from ineffective leaders.

types of power

legitimate power reward power coercive power expert power referent power

Compliance in leadership

more voluntary, more effective

Dark side of leadership

narcissism, machiavelliani, and psychopathy

consults with followers and uses suggestions

participative

The world as it is _________ is the world that is behaviorally important.

perceived

People's behavior is based on their _____________ of what reality is, not on reality itself.

perception

_______ is the capacity or ability to influence or avoid influence

power

Influence is the ability to get others to follow your wishes

rational persuasion - convincing someone by using logic, reason, or facts inspirational appeals - building enthusiasm or confidence by appeals to emotions, ideals, or values consultation - getting others to participate in a decision or change ingratiating tactics - acting humble or friendly before making a request personal appeals - referring to friendship and loyalty when making a request exchange tactics - reminding someone of past favors or offering to make a trade coalition tactics - getting others to support your effort pressure tactics - using demands, threats, or intimidation legitimating tactics - basing a request on implied support from superiors, or on rules or policies

personal appeals

referring to friendship and loyalty when making a request

exchange tactics

reminding someone of past favors or offering to make a trade

empowering leadership

represents the extent to which a leader creates perceptions of psychological empowerment in others.

reward power

strong source of power

shows concern for followers

supportive

retrospective rationality

the desire to justify a previous decision

path-goal theory

the leader's job is to assist followers in attaining their goals by 1) Clarifying the path 2) Clearing the path 3) Offering rewards aligned with organizational goals

decision making

the process of specifying the nature of a particular problem or opportunity and selecting among available alternatives how to solve the problem or capture the opportunity.

negativity bias

the tendency to pay more attention to negative information than positive

agents of organizational efficiency

transactional leaders -contingent reward -management by exception - active -management by exception - passive

agents of strategic and organizational change

transformational leaders

power can be exhausted

use enough but not too much

pressure tactics

using demands, threats, or intimidation