Chapter 7-9
Five specific personality measures have proven most powerful in explaining individual behavior in organizations
Machiavellianism, self-esteem, self monitoring, risk propensity, locus of control
Guide for inidividual or group dec making is "better" : look at these 4 criteria.............................
PG 193 Accuracy* - groups make more accurate decisions than individuals, however they rarely are as good as decisions by the best individual Speed* - indiv are better Creativity* - groups, but this requires that THE FORCES THAT FOSTER GROUPTHINK BE CONSTRAINED 1. pressure to repress doubts about the group's shared views 2. validity of favored arguments 3. excessive desire by the group to give an appearance of consensus 4. assumption that silene or abstention by members is a yes vote Acceptance* -groups are better
leadership traits
Qualities such as intelligence, charm, decisiveness, enthusiasm, strength, bravery, integrity, and self-confidence.
Leaders need skills
- Technical skills: tools, procedures and techniques that are unique to your specialized situation. -Conceptual skills: mental ability to coordinate a variety of interests and activities. think in the abtract, analyze lots of info, and make connections between the data. think "big picture" -networking skills: ability to socialize and interact with outsiders- those not associated with your unit. "fighting" for more resources, having good political skills -human relations skills: work with, understand, and motivate those around you. communicate effectively, listen to what people have to say, coach, facilitate and support those around u A coach helps people grow improve and perform better - if employees low perf is related to skill deficiency, training methods may be used - if not skill deficiency, coaching best response **trust between sup and employee in coaching** A sup acting as a coach has to deal with the dynamics of the org as well as the relationship with the employee. *If you fail as a leader, it's most likely due to human relations skills
theory y
1. Employees can view work as being as natural as rest or play. 2. A person will exercise self direction and self control if he is committed to the objectives. 3. The average person can learn to except even seek responsibility. 4. The ability to make good decisions is widely dispersed throughout the population and is not necessarily the soul province of supervisors.
theory x
1. Employees inherently dislike work 2. Must be coerced, controlled, or threatened with punishment to achieve desired goals. 3. Employees will shirk responsibilities and seek formal direction whenever possible 4. Most workers place security above all other factors associated with work and will display little ambition
ill-structured problems
190 new problems about which information is ambiguous or incomplete. - whether to restructure the department, invest in and implement new, unproven tech, or hire a consultant to redesign the work flow of the department
well-structured problems
190 straightforward, familiar, easily defined problems
people centered leader
250 An individual who emphasizes interpersonal relations with those he or she leads. -Theory Y - trusting friendly supportive -participative (democratic) leadership style
transformational leader
A leader who inspires followers to transcend self-interests for the good of the organization and who is capable of having a profound and extraordinary effect on followers more than just charisma *Superior over transactional; this leads to lower turnover rates, higher productivity, and higher employee satisfaction
free-rein leader (laissez faire)
An individual who gives employees total autonomy to make decisions that will affect them
pg 180
advanced cell tech stem cell barack obama EO 13505
related to job satisfaction
intrinsic factors such as achievement, recognition, the work itself, Responsibility, and advancement.
5 personality measures to explain individual behaviors
locus of control, machiavellianism, self-esteem, self monitoring, risk propensity
leadership may be irrelevent
may be irrelevant where certain individual, job, or org variables substitute for a leader. jobs that are inherently unambiguous and routine or intrinsically satisfying may not need leaders. .... these situations may involve experience, professional orientation, routine jobs, or formalized rules and procedures.
decision making process
pg 181 A seven-step process that provides a rational and analytical way of looking at decisions: 1. Identify the problem (issue) - correctly identify the real prob - Make a comparison between current reality and some standard, which can be past performance, previously set goals, or the performance of some other unit within the organization or in other orgs. 2. Collect relevant information -time limitations, costs, organizational policies, productivity 3. Develop alternatives - create as many as possible 4. Evaluate each alternative - write down key considerations and guard against biases - weight the criteria and prioritize, list the alternatives that could succeed inr esolving te prgoblem without evaluating them, finally Critically analyze each alternative by appraising it against the criteria - relatively objective fashion because of cost, avail, or level of interest 5. Select the best alternative - depends on comprehensiveness and accuracy of the information gathered in step 2, ingenuity in step 3, degree of risk that you're willing to take, and quality of analysis in step 4 6. Implement the decision - assign responsibilities, allocate necessary resources, and clarify deadlines 7. Follow up and evaluate - did it accomplish the desired result, correct the problem
problem
pg 181 discrepancy between an existing and desired state of affairs
conditions of decision making
pg 184 -Certainty: exists when the outcome and every alternative are known (this isnt common) -Risk: they must estimate the likelihood of certain outcomes. to assign probabilities to outcomes, supervisors can rely on personal experiences, secondary info, or historical data (common) -Uncertainty: supervisors who are not certain about the outcomes and can't even make a reasonable probability estimate The choice of alternatives is influenced by the limited information available and by one's view of the problem. Optimistic supervisor will more than likely select an alternative that offers highest possible payoff Pessimistic will attempt to minimize the maximum loss. Although supervisors facing uncertainty will try to quantify the decision when possible, making a choice based on "gut reaction" often results in best outcome.
expected value analysis
pg 185 a procedure that permits decision makers to place a monetary value on various consequences likely to result from the selection of a particular course of action - you calculate the expected value of an action by weighting its possible outcomes by the probability of achieving the alternative (0-1.0) and then summing the totals
decision trees
pg 185 diagram that analyzes hiring, marketing, investment, equipment purchases, pricing and similar decisions that involve a progression of decisions. Decision trees assign probabilities to each possible outcome and calculate payoffs for each decision path.
marginal analysis
pg 186 method that helps decision makers optimize returns or minimize costs by dealing with the additional cost in a particular decision rather than the average cost. - consider not that total revenue and total cost that would result, but rather what additional revenue would be generated and what additional costs. - If incremental revenues exceed the incremental costs, total profits would be increased by accepting the decision
decision making styles
pg 187 Based on rational to intuitive WAY OF THINKING and TOLERANCE FOR AMBIGUITY **directive style: efficient and logical low tolerance for amb and seek rationality. make quick decisions, focus short run, may make decisions with minimal info and after assessing few alternatives **analytical style: (supervisors are tend to score highest here)careful, with ability to adapt to or cope with new situations greater tolerance for ambiguity than directive managers/ any other style leads to desire for more info and consideration of more alternatives than directives characterized as careful decision makers with ability to adapt or cope with new situations **conceptual style: very broad in outlook consider many alternatives long range focus good at finding creative solutions to problems **behavioral style: work well with others concerned with achievement of employees receptive to others' suggestions/ use meetings to communicate tries to avoid conflict and seek acceptance (most people fall into more than one style; dominant style and backup style)
heuristics
pg 188 judgement shortcuts used to avoid info overload; common errors in decision making **Availability heuristic: tendency of people to base their judgments on info that is readily available to them. Events that evoke strong emotion, are vivid to the imagination, or have recently occurred create a strong impression on them - supervisors are likely to overestimate the frequency of the occurrence of unlikely events - when conducting performance appraisals, they give more weight to more recent behaviors of an employee than 6 or 9 months ago **Representative heuristic: tendency of people to match the likelihood of an occurrence with something they are familiar with. -decision makers may predict the future success of a new department process by relating it to previous process's success. - example: no longer hire from a certain college because the last time they did it was bad *both types create biases in sup. judgement **escalation to commitment: an increased commitment to a previous decision despite negative information (do this to demonstrate that their initial decision wasnt wrong) *overconfidence bias: unrealistic postivive view of self or performance *immediate gratification bias: tend to want immediate rewards and to avoid immediate costs; these sup favor quick payoff decision *anchoring effect: dec makers fixate on initial info as starting point and fail to adjust for subsequent info. *selective perception bias: org and interpret events based on biased perceptions which influence: info they pay attention to, problems they identify, and alt they develop. *confirmation bias *framing bias: select and highlight certain aspects of situation while excluding others *randomness bias: try to create meaning out of random events and explain the unpredictability of chance even though random events happen to everyone *sunk costs error: forget that current choices cant correct the past and they fixate on past expenditures rather than future *self-serving bias: accept cred for success and failure due to outside forces *hindsight bias: they would have accurately predicted outcome of an event once outcome is known HOW DO SUPERVISORS AVOID NEGATIVE EFFECTS OF BIASES: - be aware and dont use em - pay attention to how they make decisions and try to identify the heiristics they typically use and critically eval how appropriate those are. - sups could ask colleagues to help identify weaknesses in the decision-making style and then work on improving those weaknesses.
ringisei
pg 190 global decision making; the way decisions are made and the degree of risk a decision maker is willing to take are 2 examples of decision variables that reflect a countrys cultural environment. in japanese organizations, consensus-forming decision-making groups
nonprogrammed decisions
pg 191 A decision that must be custom-made to solve a unique and nonrecurring problem. for when an **ill-structured problem is there example: setting Strategy in the org is a nonprogrammed
programmed decision
pg 191 a repetitive decision that can be handled by routine approach - relatively simple and tends to rely heavily on previous solutions - "develop the alternatives" stage becomes irrelevant, because once the ***structured problem is defined, its solution is usually self-evident or atleast reduced to very few alternatives that are familiar and proved successful in the past
group decision making
pg 191 decisions in orgs are increasingly being made by groups because 1. Desire to develop more and better alternatives 2. Organizations are relying less on the historical idea that departments and other organizational units should be separate and independent decision units ADVANTAGES: more information more alternatives solution acceptance legitimacy (accuracy, creativity, acceptance DISADVANTAGES: time-consuming minority domination conformity (see groupthink) ambiguous responsibility
groupthink
pg 192 Irving janis withholding of differing views by group members to appear to be in agreement Symptoms: invulnerability rationalizing overriding stereotyping pressuring self-censoring illusion mindguards
Ways of making decision-making more creative
pg 193 **Brainstorming: A technique for overcoming pressure for conformity that retard the development of creative alternatives; an idea-generating process that specifically encourages alternative while withholding criticism of those alternatives. **Nominal group technique: A technique that restricts discussion during the decision-making process. unlike brainstorming, helps arrive at a preferred solution **Electronic meetings: a group decision-making technique in which participants are positioned in front of computer terminals as issues are presented. Participants type responses onto computer screens as anon comments and aggregate votes are displayed on a projection screen in the room.
design thinking
pg 195 approaching management problems as designers approach design probs -help them be better decision makers. - look at rational and emotional elements - opening perspectives and gaining insights
big data
pg 195 the vast amount of quantifiable info that can be analyzed by highly sophisticated data processing -100 petabytes 3Vs high volume, high velocity, high variety info assets - using math modeling, predictive algorithms, artificial intelligence software
common rationalizations to justify questionable conduct
pg 197 -it's not really illegal or immoral This is especially true if there are rich rewards for attaining certain goals and the organization's appraisal system doesn't look too carefully at how those goals are achieved ex: profiting on a stock tip -it's in my (or the organization's) best interest Narrow view of what the interests are -no one will find out Accepts the wrongdoing but assumes never be uncovered often stimulated by: 1. inadequate controls 2. strong pressures to conform 3. appraisal of performance results while ignoring means by which they're achieved 4. allocation of big salary increases and promotions to those who achieve the results 5. absense of punishment for those who get caught -because it helps the organization, the organization will condone it and protect me
utlitarian view of ethics
pg 197 A view which decisions are made solely on the basis of their outcomes or consequences. - greatest good for greatest number - tends to dominate business decision making because it's consistent with goals such as efficiency, productivity, high profits BUT it can result in ignoring the rights of some individuals with minority representation **Individuals in business focus on utilitarianism. But new trends toward individual rights and social justice mean that supervisors need ethical standards based on non utilitarian This is a solid challenge to today's supervisor because making decisions using criteria such as individual rights and social justice involves far more ambiguities than using utilitarian criteria such as effects on efficiency and profits.
guide to acting ethically
pg 198 list of questions when making important decisions, and those with obvious ethical implications
rights view of ethics
pg 198 A view that calls on individuals to make decisions consistent with fundamental liberties and privileges as set forth in documents such as the Bill of Rights. - respect and protect basic rights of individuals, example: right to privacy, free speech and due process. - protect employees who report unethical or illegal practices BUT can create an overly legalistic work environment that hinders productivity and efficiency
justice view of ethics
pg 198 A view that requires individuals to impose and enforce rules fairly and impartially so that there is an equitable distribution of benefits and costs. - justifies paying people the same wage for a given job, regardless of performance differences, and it uses seniority as the criterion in making layoff decisions protects the interests of the underrepresented and less powerful BUT it can encourage a sense of entitlement that reduces risk taking, innovation and productivity
need
pg 211 A physiological or psychological deficiency that makes certain outcomes seem attractive An unsatisfied need creates tension that sets off a drive to satisfy that need. The greater the tension, the greater the drive or effort required to reduce that tension.
motivation
pg 211 the willingness to do something conditioned upon the action's ability to satisfy some need for the individual.
Machiavellianism
pg 212 Manipulative behavior based on the belief that the ends can justify the means. Viewed as being ruthless. high machs tend to be motivated on jobs that require bargaining or where there are substantial rewards (ex commissioned sales). They can get frustrated in jobs where specific rules must be followed or where rewards are based more on using the proper means than on the achievement of outcomes
locus of control
pg 212 The source of control over an individual's behavior. Internal control versus external control. Internal: they control their own destiny External: controlled by outside forces, less satisfied with their jobs, less willing to accept responsibility for their actions
self-esteem
pg 212 the degree to which an individual likes or dislikes himself. Low SE's more susceptible to external influence depend on positive evals from others prone to conform to the beliefs and behaviors of those they respect than are high SEs
risk propensity
pg 213 A willingness to take chances, characterized by rapid decision-making with the use of less information. (Fire fighters)
emotional intelligence
pg 213 Five dimensions that may help you cope with the daily demands of the workplace. 1. Self-awareness- awareness of what/how you feel 2.Self-management- ability to manage your emotions and impulses 3. Self-motivation- ability to persist in the face of setbacks and failurs 4. Empathy- ability to sense how others feel 5. Social skills- ability to handle emotions of others Emotional intelligence characterizes high performers. They are better able to relate to others in individual and team environments.
Hierarchy of needs theory A satisfied need no longer creates tension and therefore doesn't motivate
pg 213 Maslow. Five needs. 1. Physiological. Includes hunger, thirst, shelter, sex, bodily needs. 2. Safety. Includes security and protection from physical and emotional harm. 3. Social. Includes affection, a sense of belonging, acceptance, and friendship 4. Esteem. Includes internal factors such as self-respect, Autonomy and achievement, and external factors such as status, recognition and attention 5. Self actualization. The drive to become what one is capable of becoming includes growth achieving one's potential and self fulfillment **Although no need is ever completely fulfilled, a substantially satisfied need no longer motivates This is probably not a very good guide for helping you motivate employees
self monitoring
pg 213 The ability to adjust behavior to external situational factors. High self monitors adapt easily and are capable of presenting striking contradictions between public personas and private selves. Adjust better to job situations that require individuals to play multiple roles Low self monitors tend to display their true feelings and beliefs in almost every situation
Theory X and theory Y
pg 214 Douglas McGregor A theory that a supervisors view of human nature is based on a certain grouping of assumptions and that he or she tends to mold behavior towards subordinates according to those assumptions - employees are essentially hardworking, committed and responsible. - he argued that Y assumptions were more valid than X assumptions and proposed ideas such as participation in decision making, responsible and challenging jobs, and good group relations as approaches that would maximize an employee's job motivation
Motivation hygiene theory
pg 215 The theory of Frederick Herzberg that the opposite of satisfaction is not "disastisfaction" but "no satisfaction" and the opposite of disastisfaction is not "satisfaction" but " no dissatisfaction" Frederick Herzberg late 1950's Q/s "First describe situations in which you felt exceptionally GOOD or BAD about your job" when those questions felt good about their work, they attributed the INTRINSIC FACTORS (listed below) to themselves. On the other hand they would attribute to external factors such as company policy and administration, supervision, interpersonal relations, and working conditions.
hygiene factors
pg 216 Herzberg's term for factors, such as working conditions and salary, that, when adequate, may eliminate job dissatisfaction but do not necessarily increase job satisfaction.
need for achievement (nAch)
pg 217 The compelling drive to succeed; in intrinsic motivation to do something better or more efficiently than it has been done before.
High achiever characteristics
pg 217 The desire to do things better. Not gamblers. Prefer the challenge of working. Avoid very easy or very difficult tasks. 50/50 chance of success makes them perform best - personal responsibility for finding solutions to problems, where they can receive rapid and unambiguous feedback on their performance, and where they can set moderately challenging goals. 10-20% of workforce is high achievers, because in developed countries we socialize people more toward striving for personal achievement. well-supported conclusions: 1. Individuals with a high nAch prefer job situations with personal responsibility, feedback and an intermediate degree of risk (ex: successful in entrepreneurial activities) 2. A high need to achieve does not necessarily lead to being a good supervisor or manager, especially in large organizations. (High achievers want to do things themselves rather than lead others toward accomplishments) 3. Employees can be successfully trained to stimulate their achievement need. If job calls for high achiever, you can select a person with high nAch or develop your own candidate through ACHIEVEMENT TRAINING- focuses on teaching people to act talk and think like high achievers by having them write stories emphasizing achievement, play simulation games that stimulate feelings of achievement, meet with successful entrepreneurs, and learn how to develop specific and challenging goals.
equity theory
pg 218 The concept that employees perceive what they can get from a job situation (outcomes) in relation to what they put into it (inputs), and then compare their input-outcome ratio with the input-outcome of others. Inputs such as effort, experience, education, competence Outcomes such as salary raises recognition outcome / input compared to others If there is imbalance in the ratio, tension is created which provides a basis for motivation Three categories of comparison: Persons, system, self Equity thesis: Employee motivation is influenced significantly by relative rewards as well as absolute rewards
expectancy theory
pg 219 A theory that individuals analyze ... goals relationships, and their level of effort depends on the strengths of their expectations that these relationships can be achieved. *effort-performance - max effort may not be recognized due to deficient skill level, performance appraisal is bad, employees perceive that sup doesnt like them. - One source of low emp motivation is believe that no matter how hard they work the likelihood of getting a good perf appraisal is low *performance-rewards -many see the perf-rewards relationship as weak, because orgs reward a lot of things besides just performance *rewards-personal -sups are limited in rewards - they dont know what emp want in rewards exp theory emphasizes - expected behaviors - perceptions (pg 220)
how to apply motiv concepts
pg 221 1. Recognize individual differences( peeps have diff needs) 2. Match people to jobs. (Benefits accrue from carefully matching people to jobs) 3. Set challenging goals(tangible, verifiable, measurable goals set jointly) 4. Encourage participation (participation is empowering) but should be optional 5. Individualize rewards (obvious rewards that sups allocate include pay, job assignments, work hours, opportunity to participate in goal setting and dec making) 6. Link rewards to performance (increase visibility of rewards like put in a lump sum) 7. Check for equity( outcomes perceived by employees as equaling the given inputs) An ideal rewards system should weight inputs differently to arrive at proper rewards for each job 8. Don't ignore money( monetary incentives average increase 30%)
job design
pg 222 Combining tasks to form complete jobs Key characteristics that define a job (JCM) Job Characteristics Model 1. Skill variety. (A variety of different activities so that the worker can use a number of different skills and talents 2. Task identity. The degree to which the job requires completion of a whole and identifiable piece of work 3. Task significance. The degree to which the job has a substantial impact on the lives or work of other people 4. Autonomy. Job provides substantial freedom, independence, and discretion to individual in scheduling work, determining procedures to be used. 5. Feedback. Obtaining clear and direct info about effectiveness of performance the first three combine to create MEANINGFUL WORK *** and employees will view jobs as being important, valuable, and worthwhile these can make a job enriched and potentially motivating. POTENTIALLY because it depends if the person has high or low growth need
workplace flow
pg 223 A high level of intrinsic motivation occurring when individuals become so absorbed in what they are doing they lose all awareness of things external to the task most common when -ones skills appropriately matched by challenges - concentration is so intense that there is no excess attention to focus on irrelevant problems or every day worries - The concept of the self disappears and one loses a sense of time - an activity is so rewarding that people undertake the activity for its own sake
job enrichment
pg 223 The degree to which a worker controls the planning, execution, and evaluation of his work An enriched job organizes tasks so as to allow worker to do a complete activity, increases the employee's freedom and independence, increases responsibility, and provides feedback so that an individual can assess and correct his own performance
challenges in motivating employees
pg 224 motivating a diverse workforce, paying for performance, motivating min wage, introducing stock ownership plans
To maximize motivation among today's diversified work force, supervisors need to
pg 224 think in terms of flexibility men like autonomy women like opp to learn, convenient hours, good interpersonal relations Self interest concept is consistent with capitalism and individualism such as in US. in more collective nations like venezuela singapore japan and mexico, they value Loyalty to the org The view that a high need for achievement acts as an internal motivator presupposes the existence of two cultural characteristics: 1. a willingness to accept a moderate degree of risk and 2. concern with performance Some aspects of motiv. theory are transferable but motiv concepts are not universally applicable
pay-for-performance programs
pg 225 Compensation plans that pay employees on the basis of some performance measure. ex: piece rate plans, gain sharing, wage incentive plans, profit sharing, lump sum bonuses perf measures include: individual productivity, team or workgroup productivity, depart prod, or overall org profits most compatible with expectancy theory. growing popularity- almost 80% due to cost control and motivation reasons
Competency-Based compensation
pg 226 Payments and rewards to employees on the basis of skills, knowledge, and behaviors.
motivating minimum wage workers
pg 226 employee of month, employee performance awarded ceremonies, But rewards are only part of the motivation equation. Look to job redesign and expectancy theories for additional insights.
motivating contingent workers
pg 227 -opportunity to be permanent employee - opp for training - minimize interdependence between permanent and temp employees
motivating professional and technical employees
pg 227 they value not money, the work itself. they value support. give them new assignments and challenging projects, autonomy, educational opp, reward em with recognition, and increasing number of companies are creating alternative career paths for these employees.
blur between work and personal life
pg 228 1. world of global business never ends 2. communication technology 3. layoffs make survivors work more 4. fewer families have a single wage earner Orgs are offering Family-Friendly benefits: provide a wide range of scheduling options that allow employees more flexibility at work like on-site child care, summer day camps, flextime, job sharing. telecommuting, time for school functions, part-time employment. Younger people place higher priority on family Flextime (flexible work time) is a scheduling option that allows employees within specific parameters to decide when to go work. 60% offer this 1. Improved Employee motiv. and morale 2. Reduced absenteeism as a result of enabling employees to better balance work and family responsibilities 3. Increased wages as a result of productivity gains 4. Ability of the org to recruit higher-quality and more diverse employees
leadership styles
pg 228 old edition women: more democratic, encourage participation of followers and share their positional power with others. tend to influence others best through their ability to be charmingly influential. men: task-centered leadership style, directing activities of others and relying on their positional power to control the orgs activities. with an increased emphasis on teams, employee involvement, and interpersonal skills, democratic leadership styles are more in demand. (WOMEN)
job sharing
pg 230 a special type of part time work. allows two or more people to split the 40 hour work week. allows to draw on talents of more people
Employee Stock Ownership Plan(ESOP)
pg 231 employee recognition programs PAGE 230 ----A compensation program that allows employees to become part owners of an organization by receiving stock as a performance incentive. below market prices for purchasing stock it positively affects prod and employee satisfaction
readiness
pg 239 The ability and willingness of an employee to complete a task. Hersey and Blanchard identified 4 stages of follower readiness: R1. unable and unwilling to do job R2. unable but willing to perform necessary tasks R3. able but unwilling R4. able and willing *the unwillingness is because that person is not confident or competent to do so PG 240 Task behavior is one-way from leader to employee Relationship behavior is 2 way R1 Telling for new employees(high one- way, low 2 way) R2 Selling for work development stage(high degrees of one and 2 way) R3 Participating for expert employee (supportive and not overly task-centered)(low 1 way, high 2 way) R4 Delegating for fully developed employee (low one way and low 2 way) *an employee can be in all four quadrants at same time
leadership
pg 241 The ability an individual demonstrates to influence others to act in a particular way through direction, encouragement, sensitivity, consideration, and support. Supervisor: appointed by the org Leader: may be appointed or emerged supervisors should ideally be leaders
6 traits for effective leaders
pg 242 -drive: his or her desire to exert a high level of effort to complete a task, achieve or excel, willingness to take initiative -desire to influence: willingness to accept responsibility for variety of tasks. build trusting relationship -honesty and moral character: more apt to influence people -self confidence: convince others of the correctness of goals and decisions, people want to be influence by those who are free of self-doubt, someone who has strong belief -intelligence: gather, synthesize and interpret info, create a vision (plan), communicate it solve problems and make good decisions. Comes from education or experience -relevant knowledge: about the department and unit's employees. helps the supervisor make well informed decisions and understnad the implicaations of those decisions
charismatic leaders
pg 242 An individual with a compelling vision or sense of purpose, an ability to communicate that vision in clear terms that followers can understand, a demonstrated consistency and focus in pursuit of the vision, and an understanding of his or her own strengths. -have a vision -can articulate the vision -willingness to take risks to achieve the vision -sensitivity to both environmental constraints and follower needs -behaviors that are out of ordinary *self monitoring (good acting) is associated with charisma charismatic leadership may be most appropriate when followers task has ideological purpose or involves high degree of stress and uncertainty. be in politics, religion, wartime Leaders are Made. (skills and behaviors are learned)
visionary leadership
pg 244 The ability to create and articulate a realistic, credible, attractive vision of the future that grows out of, and improves upon, the present. - jump starts the future by calling forth the skills talents and resources to make it happen The key properties of a vision are value-centered, attainable and well articulated Visionary leaders exhibit: - ability to explain the vision to others; clear through oral and written communication - ability to express the vision through leaders behavior - ability to extend the vision to different leadership contexts; aka sequence activities so that the vision can be applied in a variety of situations
task-centered leader
pg 249 (behavior theories from research in Ohio State University in late 1940s) An individual with a strong tendency to emphasize the technical or tasks aspects of a job. production-oriented person is not really a leader, but they exhibit a Theory X orientation or autocratic/authoritarian leadership style.
Autocratic leader
pg 249 A taskmaster who leaves no doubt as to who's in charge, and who has the authority and power in the group. - happens in form of orders, failure to obey orders results in negative reinforcements business, government, military uses this leadership style best.
situational leadership
pg 250 Adjustment of a leadership style to specific situations to reflect employee needs.
participative leadership
pg 250 The leadership style of an individual who actively seeks input from followers for many of the activities in the organization. 3 TYPE: CONSULTATIVE, DEMOCRAT, FREE REIGN who has final say 1. leader seeks input and hear the concerns and issues of followers but makes the final decision. (information seeking exercise AKA consultative participatie leadership) 2. decisions are truly made as a group (democratic-participative)
credibility
pg 252 Honesty (central component) , competence, and the ability to inspire.
national culture
pg 252 affects leadership by way of employees
increased use of empowerment
pg 254 driven by: 1. need for quick decisions by people who are most knowledgeable about issues (to compete successfully in a dynamic global village) 2. reality that downsizing and restructuring causes sups to have larger span of control (their role is to show trust on, provide vision to, remove performance-blocking barriers from the path of, offer encouragement to, motivate, and coach employees The idea that empowerment will work anywhere is that currently it ignores the extent to which leadership can be shared and conditions facilitating successful shared leadership. Because of factors such as downsizing- which results in the need for higher level employee skills, continuous employee training, implementation of continuous improvement programs and introduction of self managed teams- the need for share leadership is increasing. But that's not true in ALL situations. blanket acceptance of empowerment or any universal approach to leadership is inconsistent with the best and most current evidence on leadership
playing favorites
pg 254 if you reward based on high performance, u want to reinforce it. but may seem arbitrary and unfair.
transactional leader
pg 255 A leader who guides or motivates employees in the direction of established goals by clarifying role and task requirements. transformational is built on top of Transactional
why should sup engage their employees
pg 255 only 13% engaged New Zealand has highest levels of engaged emp at 23% Australia is 24% US has 30% engagement Strategies to build the constituency of engaged employees: 1. employee surveys to collect data that are specific relevant and actionable for any team at any org level, then use the data to impact org performance metrics. 2. org should encourage supervisors and employees to participate in engagement initiatives by including them as performance expectations; help them identify barriers to engagement as well as opp to effect positive change. 3. Select supervisors based on their willingness to empower their employees, recognize their contributions, and seek their input. 4. provide coaching for supervisors so they can take active role in working with employees to develop personal engagement plans; encourage sup to maintain an ongoing focus on engagement 5. Encourage sup to combine engagement goals with regular meetings, planning sessions, and individual face-to-face employee interactions
trust
the belief in the integrity, character, and ability of a leader. --Integrity: honesty and truthfullness --Competence: technical and interpersonal knowledge and skills --Consistency: reliability, predictability, good judgement in handling situations --Loyalty: willingness to protect a person, physically and emotionally --Openness: willingness to share ideas and info freely *Integrity most critical for trust *Integrity and competence are = successful supervisors**
