HRE Final Study Guide
differences between people
perceived incompatibilities
Bill Courtney, Head Coach
- Bill Courtney faced huge obstacles when he volunteered to coach Manassas' struggling football team in 2002. - record of 5-95 for the past 10 years, roster of only 17 players, lack of equipment, reputation as a doormat team were among the obstacles Bill faced. - personal obstacles such as players living in poverty, most without fathers were also very challenging. - for Courtney, it became more than just teaching the basic of block, hit, and tackle. The job morphed into becoming a coach of his players' characters, resolve, and integrity.
Warren Buffet and Bill & Melinda Gates, Giving Pledge (cont.)
- Bill Gates said that the "goal is to raise the visibility of philanthropy and the great things it can do". - critics maintain that the Pledge uses the power of the super-rich to shape issues of public concern like education and healthcare. - critics also claim that the pledges will increase the gap between the large and small nonprofits. - pledge singer Nicolas Berggruen states that "wealth is an advantage, but it also is frankly a responsibility".
conflict regarding beliefs and values
- PETA in conflict with pharmaceutical companies that do testing on animals - should teachers be allowed to strike? - should college students own cars?
help out-group members feel inclduded
- Wm Schutz: People have a strong need to feel included in groups - out-groups are, by definition, on the side-lines and don't feel included - leader needs to be sensitive to out-group members' needs and respond in ways that shoe they are part of the larger group
obstacles
- a hindrance, problem, or hurdle that gets in the way of followers and makes it difficult for followers to reach their goal - could be physical or task-related - integral part of life - leader needs to figure out what the problems are and what can be done to solve them - learning about and dealing with obstacles is a very effective way to improve your leadership
prejudice
- a largely fixed attitude, belief, or emotion held by an individual about another individual or group that is based on faulty or unsubstantiated data - applies to all dimensions of culture, not just race and gender - can be positive but is usually negative - we all hold prejudices to some degree - leaders need to recognized their own prejudices as well as those of followers
vision explained
- a picture - a change - values - a map - a challenge
vision as a picture
- a picture of a future that is better than the status quo - the picture doesn't need to be fully developed - the final picture may not emerge for a number of years
implementing a vision
- acting out the vision - set high performance expectations for others - stay focused on the goal
articulating a vision
- adapting the vision - highlight the values of the vision - choosing the right language - inclusivity
5 tips for giving constructive feedback
- address behaviors - describe specifically what you have observed - use "I" language - give the feedback in calm, emotional language - check to ensure clear communication has occurred
accommodation style is when individuals attend closely to the needs of others and ignore their owns needs
- advantage: allows people to avoid some of the negative feelings of conflict, can lessen the frustration of some parties, works when the issues is more important to one party than another, or when group harmony is paramount - disadvantage: creates a lose/win dynamic, the accommodator sacrifices his or her own goals to maintain smooth relationships, the accommodator may fail to express his or her own opinions and feelings and not have his or her contributions fully considered
competition style when individuals are highly assertive about pursuing their own goals but uncooperative in assisting others to reach theirs
- advantage: useful when quick, decisive action is needed, competition can challenge participants to make their best efforts - disadvantage: creates win/lose dynamic, competing is disconfirming, may lead to hostile communication
avoidance style tends to be passive and uncooperative
- advantage: when the issue is trivial or potential for damage is too great - disadvantage: does little to solve problem or make changes, leads to frustration or anger
help others feel competent
- all of us have a need to feel competent - letting individuals know they are competent helps them become more motivated
privilege
- an advantage held by a person or group that is based on age, race, ethnicity, gender, class, or other cultural dimensions, which gives those who have it power over those who don't - in many countries around the world, privileged people in the ruling class have political, economic, and social power over the poor who lack opportunities to transcend their circumstances - privilege is a barrier to inclusion - leadership involves power differential power between the leader and followers, so leaders can often be blinded to the privilege they have - those with privilege are often unaware of how that privilege makes their lives different than those without privilege
some people lack communication skills or social skills to relate to the larger group
- are perceived by others as "different" - want to join a larger group but don't know how
vision in practice
- articulating a vision - implementing a vision
kilmann and thomas's 5 styles of approaching conflict
- avoidance - competition - accommodation - compromise - collaboration
Humaira Bachal, Pakistani educator
- bachal is a 25 year old woman who wants to educate children, especially girls, in her home country of Pakistan. - at 14, she decided it was wrong for children in her village to be playing in streets instead of being in school. - father did not want her to go to school; mother labored to pay for her daughter's education and had to sneak her off to school. - went door-to-door to convince parents to send their kids to school in spite of threats on her life. - created Dream Foundation in 2003, a school in a 2 room mud building. In just a decade the school has grown into a formal school with 22 teachers and 1200 students.
Abraham Lincoln, 16th President of the US
- backwoods circuit lawyer from Illinois; was an unlikely choice to become the president - little formal education, but an avid reader - known for his storytelling ability and sense of humor - in 1860, one the republican nomination for president - began his presidency in a nation torn apart by the issue of slavery
obstacle 2: unclear direction
- bad direction lead to ineffective performance - a leader needs to define the path to the goal by giving clear directions - unclear directions have debilitating effects on people: people can't move forward and feel lost - giving good directions takes thought and skill: subordinates vary in their need for direction and leader should adapt directions to the needs of individuals - metaphor of GPS: calm voice gives direction; when drivers make a mistake, the system redirects them; good leaders give gentle directions and correction and tell when subordinates have arrived
honesty is more than truth telling
- being open with others, representing really fully - complete truth can be hurtful - leaders need to balance candor with self-monitoring
substantive conflict
- board members who disagree on the scope of a campaign - Afghanistan: should girls be educated?
fractionation
- breaking down large conflicts into smaller, more manageable pieces - occurs in the early stages of conflict
benefits of fractionation
- breaks down conflict into smaller pieces, less overwhelming - gives focus to conflict - helps reduce the emotional intensity of the dispute - facilitates a better working relationship between participants in the conflict
Ursula Burns, CEO, Xerox (cont.)
- by 1991, ethnic minorities comprised 25.7% of Xerox workforce, but women were still underrepresented - from women's caucus groups, Xerox learned that rigid worksheets made it difficult for women who were also primary caregivers to their children to work in manufacturing - today females comprise 30% of company's VPs and 36% of employees overall - diversity has allowed Xerox to successfully shift new markets
discovering individuals' talents and potential contributions
- can create synergy - leader encourages group to recognize individual contributions
power of the leader
- capacity to influence or affect others - five bases of social power - power can be used in constructive or destructive ways
leader and follower values may not be the same
- challenge is for leader to be to try to his/her own values while being sensitive to others' values
how leaders can provide structure:
- communicating group goals - discovering individuals' talents and potential contributions
face saving
- communicative attempts to establish or maintain one's self image in response to threat -in conflict, people participants may be concerned about how others view them in regard to the positions they have taken - conflict can be made less threatening if individuals communicate in ways that preserve the self-image of the other - participants should avoid letting the discussions shift to face-threatening issues - face-saving messages can confirm for others that they have handled themselves appropriately during conflict and that their relationship is still healthy
outgroups run counter to building community
- community encourages everyone to contribute and move in same direction - outgroup either is in conflict with or avoid community
diversity and inclusion
- complex processes that required a wide range of leadership practices - people have different reactions to the term "diversity"
managing conflict
- conflict is inevitable and can be uncomfortable but is not necessarily bad - how can we manage conflict and produce positive change? - communication play a central role in handling conflict
principle three: invent options for mutual gains
- conflict is not an either-or proposition - need to brainstorm for creative solutions - explore where parties' interests overlap
communication and conflict
- conflict is recognized and expressed through communication - content dimension of communication - relational dimension of communication
kilmann and thomas' styles of approaching conflict
- conflict styles is a patterned response or behavior that people use when approaching conflict - five styles that vary along two dimensions: assertiveness and cooperativeness - in conflict situations, a person's style is usually a combination of the five styles
people disagree with the position of the majority
- consensus decision making is difficult - without consensus people align themselves with majority or minority viewpoint
kinds of conflict
- content - relational
conflict
- context of conflict can be intrapersonal, interpersonal, and societal - a felt struggle between 2 or more interdependent individuals who perceive incompatible differences in beliefs, values, and goals, or over differences in desires for control, status, or connectedness
leadership literature...
- covey: vision is one the seven habits of highly effective people - loehr and schwartz: people are mission-specific - kouzes and posner: vision is one the five practices of exemplary leadership
how can leaders build cohesiveness?
- create a climate of trust - invite members to be active participants - encourage passive members to become involved - listen and accept group members for who they are - help group members achieve their goals - promote the free expression of divergent viewpoints - share leadership responsibilities - foster and promote member-to-member interaction
power can be used in constructive or destructive ways
- destructive power: Saddam Hussein - constructive power: demanding track coach - key is be constantly vigilant and aware of how one's leadership is affecting others
communication struggles for conflict resolution
- differentiating - fractionation - face saving
intro to outgroups
- difficult challenge to listen to out-group members - out-groups are found anywhere groups are trying to reach a goal - out-groups can negatively affect group performance - out-groups can also make valuable contributions - see outgrips as different, not difficult
dishonesty is a form of lying
- dishonesty creates distrust; leader's impact is compromised - dishonesty has a negative effect on leader's interpersonal relationships; suggests manipulating others is acceptable
historical perspective
- diversity has been a challenge for leaders to address in every generation - US formed to give immigrants freedom of religion - 3 periods of diversity in the workplace
diversity vs. inclusion
- diversity is about being invited to the party - inclusion is about being asked to dance
outgroup members do not receive the respect they deserve from others
- duty of ethical leaders to treat each member with respect - outgroup members may have valid reasons for feeling alienated or unaccepted
3 periods of diversity in the workplace
- early years of diversity (60s and 70s) - era of valuing diversity (80s and 90s) - diversity management and inclusion in 21st century
rewarding results
- effective leaders reward group members for achieving results - rewarding results is a practical process that every leader can do; includes paying attention to members, offering encouragement and giving personalized appreciation - this can be in dramatic or simple actions - members feel valued & there is a greater sense of group identity and community spirit
the era of value diversity
- emphasis on acceptance an celebration of differences - included more dimensions than race and gender - recognized that diversity has positive outcomes for organizations - "salad" - multicultural approach acknowledges and accepts differences - pluralism means people of all background can coexist without giving up their identities, customs, or traditions
highlighting the values of the vision
- emphasizing how the vision presents ideals worth pursuing - allows members to identify with something larger than themselves
early years of diversity
- equal pay act - civil rights act - executive orders - age of discrimination - focus on "righting the wrongs" of people who'd been discriminated against - "melting pot" - diversity seen as assimilation where people from different cultures were expected to adapt to one American culture
MacGregor Burns' 3 kinds of leadership values
- ethical values - modal values - end values
barriers to embracing diversity and inclusion
- ethnocentrism - prejudice - stereotypes - privilege
four quadrants of inclusion framework
- exclusion - differentiation - assimilation - inclusion
Rosalie Giffoniello, co-founder of Empower the Children (cont.)
- expanded her efforts to address the city's poorest and most vulnerable citizens - opened their first school in 2006 - teaches at the Preyrona schools, where she has instilled her teaching methodology of self empowerment - believes that happy children become smart children - returns to the US for 6 months each year to raise money for Empower the Children
recognize the unique contributions of out-group members
- expectancy theory: first step in motivating others is to let them know they are competent to do their tasks - out-group members commonly believe others do not recognize their strengths - leaders need to let out-group members know that what they do matter and is important to the larger group
standards of excellence
- expressed and implied expectations for performance that exist within a group or organization
leader practices that advance diversity and inclusion
- feeling safe - feeling involved and engaged - feeling respected and valued - feeling influential - feeling authentic and whole - diversity is recognized, attended to, and honored
Ursula Burns, CEO, Xerox
- first successive female CEO of fortune 500 company - Xerox became involved in diversity and inclusion efforts in 1964 and established a company wide commitment to recruiting and retaining a diverse workforce - black caucuses met outside of work to support one another and address the limited advancement opportunities for African American employees - Xerox adopts this model and now has minority caucus groups for multiple social groups
stereotypes
- fixed belief held by an individual that classifies a group of people with a similar characteristic as alike - stereotypes are mental shortcuts, but can also "overgeneralize" and create labels from individuals and groups - can reduce uncertainty by providing partial information to us about others - stereotypes prevent leaders from seeing each individual's unique merits and qualifications
provide structure
- gives people a sense of security, direction, and stability
obstacle 1: unclear goals
- goal oriented people are the exception, not the rule - when goals are not clearly articulated and understood, please are less likely to be successful in achieving the goals
leaders
- have significant on establishing group norms - need to try to shape norms that will maximize group effectiveness
research on motivation
- hertzberg's motivation-hygiene theory - maslow's hierarchy of needs - skinner's work on behaviorism
inclusion
- high belongingness and high value or uniqueness - organizations value the unique characteristics of members and help them feel like they belong
assimilation
- high belongingness and low value of uniqueness - organizations help people feel like they are insiders but don't value their unique characteristics
telling the truth
- honesty is synonymous with being ethical - honesty in leaders is valued more than any other quality
procedural conflict
- how to best conduct job interviews - how to spend money on advertising
collaboration style is when both parties agree to a positive settlement to the conflict and each party attends fully to others' concerns while not sacrificing or suppressing their own
- ideal conflict style because it recognizes the inevitability of human conflict but confronts it to product positive outcomes - advantages of using this style - create a win/win dynamic, communication is satisfying, relationships are strengthened, and negotiated solutions are frequently more cost-effective disadvantages: demands energy and hard work, takes time to explore differences and select mutually satisfying solutions
values of the leader
- ideas, beliefs, and modes of action that people find worthwhile or desirable
positive outcomes of cohesiveness
- increased participation - better interaction among members - group membership is more consistent - positive feelings toward one another - more willing to attend meetings - group exerts strong influence on members - conform more closely to group goals - goal directed behavior - higher member satisfaction - more productive members
standards
- indicate what group members need to know and what skills group members need to acquire - how much initiative and effort they need to demonstrate - how group members are expected to treat one another - the extent to which deadlines are significant - goals they need to achieve - consequences of not achieving these goals
outgroups
- individuals in a group or organization who do not identify themselves as part of the larger group - many forms of out-groups: minorities, unappreciated individuals, social loafers
diversity management and inclusion
- inequities between different individuals and groups remain unresolved - emphasis on creating inclusive organizations - acknowledgement of people's multiple social identities - people feel they're one the same team because of their differences - "smorgasboard"
participative style
- invite others to share in the means of getting things done - establish an open climate - consult with others and integrate their suggestions into decisions
conflict on the content level
- involves struggles between people who differ on issues such as policies and procedures - conflict regarding beliefs and values - conflict regarding goals
end values
- justice, community
ethical values
- kindness, altruism
reward power
- leader can give bonuses
coercive power
- leader can punish
expert power
- leader has competence
legitimate power
- leader has formal job title
referent power
- leader is a role model
identifying and pursuing worthy goals
- leader must take into account the interests of others - leader trees to establish mutually agree-upon goals
create a special relationship with out-group members
- leader-member exchange theory: leaders should create a special relationship with each follower - special relationships are build on good communication, respect, and trust - special relationships can develop when a leader challenges out-group members to be engaged - out-group member feels validated and more connected to group
diversity is recognized, attended to, and honored
- leaders acknowledge differences and full embrace them even if it produces conflict
feeling authentic and whole
- leaders create atmosphere where followers feel free to be honest and transparent
feeling involved and engaged
- leaders find ways to help followers become engaged
feeling influential
- leaders listen to followers' ideas
review results
- leaders must give constructive feedback and resolve performance issues - constructive feedback is honest, direct communication about member performance; not mean-spirited, nor is it overly-nice or patronizing & lets group members know to maintain or improve - resolving performance issues is critical for effective leaderships; leaders must address inadequate performance of any group members & an effective leader is proactive and confronts problems when they occur
require results
- leaders need to articulate their concrete expectations clearly for team members - groups must establish mutual goals and identify specific objectives for achieving results - without expectations, members are uncertain about what is required of them and flounder
feeling respected and valued
- leaders practice the Golden Rule
feeling safe
- leaders treat followers in non-threatening ways
leadership ethics
- leadership has a moral dimension because leaders influence others - high profile scandals raise people's suspicion of public figures - 6 factors related to ethical eladership
give out-group members a voice and empower them to act
- lets out-group member be on equal footing with other members - empowering others allows out-group members to be more involved, and responsible for their actions
outgroup members in practice
- listen to out-group members - show empathy to out-group members - recognize the contributions to out-group members - help out-group members feel included - create a special relationship with out-group members - give out-group members a voice and empower them to act
listening to outgroups
- listen to out-group members - show empathy to out-group members - recognize the unique contributions of out-group members - help out-group members feel included - create a special relationship with out-group members - give out-group members a voice and empower them to act
differentiation
- low belongingness and high value in uniqueness - organizations accept and value the unique qualities of members who are different but then fail to let them become full members of the organization
exclusion
- low belongingness and low value in uniqueness - organizations fail to see and value the unique qualities of diverse employees and fail to accept them as organizational insiders
Abraham Lincoln, 16th President of the US (cont.)
- made a bold leadership decision and selected four political arch rivals to be his cabinet - lincoln was challenged by his cabinet on various occasions - had a remarkable ability to work with others he disagreed with - his leadership was about bringing together a deeply divided nation
effects of inclusion
- majority gives voice to people who are seldom heard - all people are valued and respected - when groups (not just individuals) who share a minority identity are respected
vision as a map
- map is a laid-out path to follow - gives people a sense of security and calmness - provides a guiding philosophy that gives meaning and purpose - people see where their contributions fit in
listening to out-group members
- members need to be listened to - members may feel powerless, alienated or discriminated against - listening requires paying attention to what people say and mean - listening requires concentration, open-mindedness, and tolerance - listening requires setting aside one's own business - when people feel listened to, they feel confirmed and more connected to the larger group
fisher and ury approach to conflict
- method of principled negotiation - 4 principles
communicate group goals
- military mission - agenda for a group meeting - course syllabus
diversity
- mixture of races, genders, or religions that make up a group of people - collective amount of differences among members within a social unit - representation of multiple groups of individuals with different identities and cultures within a group or organization - policies and practices that are designed to include people who are different in some way from the traditional group members - diversity also addresses issues of parity, equity, and inequality
diversity and inclusion in practice
- model of inclusive practices - leader practices that advance diversity and inclusion - barriers to embracing diversity and inclusion
expectancy theory
- motivation goes up when the effort put into a task leads to a valued, expected outcome - if the leader can help individuals in there three areas, motivation will be high: help others feel competent, help others get what they expect, help others value what they do
obstacle 3: low motivation
- much research has been done on subordinate motivation - expectancy theory
model of inclusive practices
- multi-level process centered on each individual's experience of inclusion - societal inclusive practices: how a society thinks about and addresses inclusion - organizational inclusive practices: policies and practices - leadership inclusive practices: promoting inclusion at all levels - group inclusive practices: establish enabling norms - interpersonal inclusive behavior: letting people known our willingness to be included and to include others - individual inclusion experience: "the degree to which individuals feel safe, trusted, accepted..." - the influence of inclusion travels up and down the framework, across all levels
interdependence
- necessary condition for conflict to occur
different cultures have different rules
- nordic cultures place more value on a leader's character and integrity than do Middle Easter cultures. - bribery is prohibited in the US but a common practice of doing business in some other countries
content dimensions of communication
- objective, observable aspects of communication - examples: money, weather, land, etc.
Bill Courtney, Head Coach (cont.)
- one of his players joined after a stint at the juvenile detention facility and subsequently got into trouble on the team with other coaches. Bill did not kick him off the team to show his commitment to help the young man. - his coaching did come with a sacrifice of his time with his business and family. - in 2009, the team went 9-1. Courtney helped a couple of his students fight adversity while the 9-1 season. - Bill's philosophy is to "build a relationship with your players and find out who they are: what their fears are, what excites them and what hurts them..."
relational dimension of communication
- participants' perceptions of their connection to one another - example: superior-subordinate - relational dimension of the message suggests how the content should be interpreted
fisher and bury approach to conflict
- people - interests - options - criteria
help others get what they expect
- people are more motivated when their expectations are met - leaders should make sure the outcome is achievable and likely
how do outgroups form?
- people disagree with the position of the majority - individuals cannot identify with the beliefs, norms, or values, of the dominant group members (social identity theory) - people sense they are excluded by the larger group - some people lack communication skills or social skills to relate to the larger group - understanding the reason why out-groups form is the first step in trying to resolves out-group issues
structure gives people a sense of security, direction, and stability
- people know where they fit in - group members have an "architectural drawing" that gives form and meaning to their activities
inclusion framework
- people need to be included but also differentiate themselves from the group - has four quadrants of combinations of inclusion and differentiation
adapting a vision
- people seek consistency and want to feel that the required change is not too disruptive - vision needs to fit others' latitude of acceptance - if the vision is too demanding, it will be rejected
conflict on the relational level
- personality clash is another way of describing this conflict - the differences we feel between ourselves and others concerning how we related to each other - relational conflict has 3 common causes - relational conflict are seldom overt - inextricably bound to content issues - leaders who remain open to others will have a greater chance of understanding others' beliefs, values, and needs for esteem, control, and affiliation
principle two: focus on interests, not positions
- positions represent our stand in a particular conflict - interests represent what is behind our positions - to identify interests, look at the basic concerns that motivate people - concentrating on interests helps opposing parties address the "real" conflict
principle four: insist on using objective criteria
- precedent - professional standards - what a court would decide - moral standards - tradition - scientific judgment
principle one: separate people from the problem
- problem factor and people factor need to be separated - seperation is not easy because the two are entangled - by focusing on the problem we remain attentive to our relationships during conflict - example: performance review focusing on criteria for evaluation, not on the person being evaluated
conflict regarding goals
- procedural conflict over the best means to an agreed upon goal - substantive conflict is about what the goal should be
differentiation
- process that helps participants define the nature of the conflict and clarify their positions - occurs in the early stages of conflict - establishes the parameters of the conflict - may lead to an escalation of conflict rather than cooling off - can potentially de-personalize the conflict
to establish a constructive climate, leaders should:
- provide structure and boundaries for followers so that they can work effectively - clarify norms - build cohesiveness - promote standards of excellence
constructive climate
- provides an atmosphere that promotes group members' satisfaction and achieving their personal best
constructive climate in practice
- providing structure - clarifying norms - building cohesiveness - promoting standards of excellence
french and raven's five bases of social power
- referent power - expert power - legitimate power - reward power - coercive pover
assertiveness
- refers to attempts to satisfy one's own concerns
climate
- refers to the atmosphere of a team or an organization - related are the rituals, values, procedures, and underlying assumptions of a group
Meg Whitman, CEO, Hewlett Packard (cont.)
- removed barbed wire that separates parking between employees and executives and move executives from offices to cubicles - team builder focused on the myriad of small problems facing HP rather than looking for one big solution or miracle - her philosophy is "run to the fire, don't hide from it" - likes being CEO and intends to receive an iconic company - split the company into 2 divisions and is now CEO of HPE
cooperativeness
- represents attempts to satisfy the concerns of others
promote standards of excellence
- require results - review results - reward results
implementing a vision
- requires effort on the part of the leaders - "walk the talk" - acting out the vision builds credibility with others - credibility inspires people to express the same values
modal values
- responsibility, accountability
show empathy to out-group members
- restatement "i hear you" - paraphrasing "in other words" - reflection "so you are feeling" - support "i'm impressed with"
conflict is a struggle
- result of opposing forces coming together
norms
- rules of behavior that are established and shared by group members - develop early in a group and are difficult to change
3 common causes of relational conflict
- self esteem needs aren't being met, our own or others' - when our needs for control are incompatible with another persons' needs for control - when others behave in ways that are incompatible with our own desires for warmth and affection
3 principles of ethical action
- showing respect - serving others - showing justice
impact of outgroups
- some of the downsides are insignificant - outgroups run counter to building a community - outgrips have a negative impact on group synergy - outgroup members do not receive the respect they deserve from others
Warren Buffet and Bill & Melinda Gates, Giving Pledge
- started with three billionaires promising to give away half their fortune during their lifetimes. - now encompasses more than 100 other super-rich families promising to do the same thing. - the Giving Pledge lead by Bill and Melinda Gates & Warren Buffett. - the Pledge is simple: the signers have to be billionaires and they have to promise to give away at least half of their fortunes during their lifetimes. - the Pledge is less about the financial promise than a public statement meant to inspire others.
outgroups have a negative impact on group synergy
- synergy is the positive energy created by group members when working toward a common goal; additive energy - outgrips take energy away from the group
clarify norms
- tell us what is/isn't appropriate, right or wrong, and allowed/not allowed in groups - affect performance and effectiveness of groups - are the outcome of people's interactions
honesty of the leader
- telling the truth - dishonesty is a form of lying - honesty is more than truth telling
ethnocentrism
- tendency for individuals to place their own group at the center of their observation of others and the world - perceptual window through which people make subjective or critical evaluations of people from cultures other than their own - can prevent people from fully understanding the perspective of others - leaders must recognize their own ethnocentrism
affective climate
- the "felt" part. emotional process that involves feelings in both parties
character of the leader: fundamental aspect of ethical leadership
- the disposition and core values of the leader - strong character means the person is seen as a good human being - character can be developed - the nation's schools have seen a growing interest in character education
ethical leadership
- the influence of a moral person who moves others to do the right thing in the right way for the right reasons
inclusion
- the process of incorporating differing individuals into a group or organization
cohesiveness
- the sense of we-ness or the espirity de corps, that exists within a group - allows members to express their persona viewpoints, give and receive feedback, accept differing opinions, and feel free to do meaningful work - members appreciate the group and are appreciated by the group
people sense they are excluded by the larger group
- they don't know where they fit in - may feel powerless and weak
leadership theory
- transformational leadership has vision as one of four components - charismatic leadership link visions to the self concept of followers
Rosalie Giffoniello, co-founder of Empower the Children
- traveled to India to overcome her fear of traveling - volunteered for a summer at Daya Dan, Mother Teresa's orphanage for disabled children in Kolkata - made the life-changing decision while in Kolkata to take an early retirement, give away her possessions, and return to Kolkata for good. - co-founded Empower the Children with friend Janet Grosshandler
6 pillars of character
- trustworthiness - respect - responsibility - fairness - caring - citizenship
7 obstacles in leadership
- unclear goals - unclear direction - low motivation - complex tasks - low involvement - lack of a challenge
goals of the leader
- using goals to influence others ethically - identifying and pursuing just and worthy goals are the most important steps an ethical leader will undertake
choosing the right language
- using words and symbols that are motivating and inspiring
vision as change
- vision represents change in the status quo - points to new ways of doing things that are better than in the past - change can occur in many forms: procedures, goals, values, and rituals - "stirring the pot"
vision as values
- visions are about change in values - advocate positive change and movement toward new ideals
vision as a challenge
- visions challenge people to commit themselves to worthwhile causes
vision is a mental model of an ideal future...
- visions imply change - ideally the leader and group members share the vision
being inclusive
- visions need to be described using inclusive language that links people to the vision - "we" and "our" - the goal is to enlist participation and build community
actions of the leader
- ways a leader goes about accomplishing goals - ethical leaders use moral means - almost everything the leader does has ethical overtones
obstacle 6: low involvement
- when people are not involved, productivity goes down and group suffers - leader needs to use a participative style to address low involvement
obstacle 4: complex tasks
- when the task is complex, people may feel frustrated, overwhelmed, or threatened - leader needs to be directive and clarify the path to the goal: give instruction, set clear standards, make rules and regulations clear
overcoming obstacles in practice
- whether it is by listening to their complaints, encouraging them, or providing counsel, there are many ways a leader can be helpful to his of her subordinates - challenges for a leader are to figure out what the problems are to decide what to do to solve them - path-goal leadership suggests that a leader should choose a style that best fits the needs of group members and their tasks - 7 common obstacles
Meg Whitman, CEO, Hewlett Packard
- whitman took over a company in HP that was described as a complete mess - fourth CEO of HP, graduate of princeton and harvard - took eBay from $86 million in sales to $7.7 billion a decade later - described as blunt, folksy, and persistent - intent on receiving integrity, innovation, and loyalty in HP - sees future in innovation services
obstacle 5: simple tasks
- with no variety or challenge, simple tasks become dull and uninteresting - leader needs to use a supportive style: people in weight room or assembly line
obstacle 7: lack of challenge
- without a challenge, people find work uninteresting - leaders should adopt an achievement-oriented style of leadership: establish a high standard of excellenence and seek continuous improvement, show confidence that people can reach challenging goals
help others value what they do
- without a valued outcome people are not motivated to put fourth effort toward a goal - leader needs to help others see the value in their work performance
culture and leadership ethics
- world is globally connected and leaders will likely work with individuals from different cultures - different cultures have different rules of conduct and ethical views
compromise style occurs halfway between competition and accommodation
advantage: attends to goals of both parties, works best when other conflict styles have failed, can force an equal power balance between parties disadvantage: doesn't go far enough to resolve conflict, neither side is completely satisfied, innovative solutions may be sacrificed for quick solutions
