Leadership

What do both management and leadership involve?

BOTH involve influence and power, work with people and work with effective

what is management

Exercising executive, administrative, and supervisory direction to a group or organization

What is identity?

o A set of social expectations related to ourselves and others that are (a) grounded in the interplay between similarities and difference and b, pertain to the personal, social/relational and cultural/communal aspects of lives

What is strengths-based leadership?

o About focusing on your strengths and delegating tasks that you're not as good at to others who are more skilled or experienced

Explain why it might be difficult for some leaders to exhibit Style 4 leadership.

o After working to teach and show subordinates it might be hard to finally let go and give them a chance to try on their own

What are the 2 pathways to identity? Why is important to know these?

o Avowal- when we try to fit ourselves into our idea of what is allowed and expected of the identities we envision for ourselves " We assert certain identities to ourselves and others " As we avow certain identities, we encourage others to treat us in ways that support those identities " Often we avow identities at an unconscious level " People will tend to treat you according to the expectation associated with the identity you avow o Ascription- the process of having an identity assigned to you by others or they to us, to help explain why people act the way they do and create a world that fits our present understanding " The ascription process involves both the reactive and proactive fitting of an identity with a particular person or group " Reactive ascription: used to explain past and present behaviors or to predict future actions " Proactive ascription: focuses on how we encourage others to adopt certain identities and thereby act in certain expected ways

Describe the 3 levels on which strengths theory applies.

o Business o Education o Personal " Children " Significant other o More people are engaged when they focus on strengths o Almost no one is engaged when you ignore strengths and weaknesses

Explain the personality characteristics and types of behaviors often associated with charismatic leaders.

o Charisma is a special gift some leaders possess that lets them do extraordinary things and have effects on followers o Charismatic leadership and transformational leadership have been compared to each other

How can you use trait theory in your own leadership?

o Even if you aren't a very extraverted person try to be more when in a leadership position

What are the 4 groupings on how to use leadership

o Executing o Influencing o Relationship building o Strategic thinking

Describe the 9 primary roles of leadership

o Figurehead o Spokesperson o Negotiator o Coach/motivator o Team builder o Team player o Entrepreneurship o Strategic planner

" What are the characteristics of the four levels by which employee development can be classified?

o Follower developmental levels o D1 high competence low commitment o D2 low/some competence low commitment o D3 moderate/high competence variable commitment o D4 high competence high commitment

What are the benefits of Emotional Intelligence?

o IQ is only a 1-20% job success predictor whereas emotional intelligence is a 27-45% predictor o Research shows the higher rank of a person, the more EQ capabilities show up as why they're so effective

Explain how the trait approach and the process approach differ.

trait approach assumes that because of the characteristics people are born with, they will or won't be leaders. Physical factors include height or personality (extraversion). Trait approach suggests leadership is not a process and simply resides in people whereas process approach suggests that leadership can be learned, it is a phenomenon that resides in the context of the interactions between leaders and followers that makes leadership available to everyone

How to leaders act according to Zaleznik (1977)?

Leaders are emotionally active and involved, shape ideas over responding to them, act to expand available options

5 myths of leadership

-Leaders work harder, not smarter- always have to put in the work -Leaders have all the answers -Great leaders are always in the spotlight -Leaders are always "on"- they need breaks too -Great leaders are born, not made- it is a skill not a genetic disposition

What are the Big 5 personality factors and how do they relate to leadership?

1. Extraversion to be sociable and assertive and have positive energy 2. Conscientiousness- the tendency to be thorough, organized, controlled, dependable, and decisive 3. Openness- the tendency to be informed, creative, insightful and curious 4. Neuroticism- the tendency to be depressed, anxious, insecure, vulnerable and hostile 5. Agreeableness- the tendency to be accepting, conforming, trusting and nurturing

Explain the four components identified as central to leadership.

1. leadership is a process, not a trait or characteristic, two way st of leader being affected and affecting followers 2. leadership involves influence, how the leader affects followers 3. leadership occurs in groups, leader and follower are both needed 4. leadership includes common goals, energy is directed at individuals who are trying to achieve something together and have a mutual purpose

ow can you be both a leader AND a manager?

Having short term goals with a long term vision

How to managers act according to Zaleznik (1977)?

Managers are reactive, prefer to work with problem solving, have low emotional intelligence

What do leadership activities do?

Produce change and movement Establishes direction, aligning people, motivating/inspiring

What do management activities do?

Produces order and consistency Planning and budgeting, organizing and staffing, controlling and problem solving

northouse definition of leadership

a process whereby an individual influences a group of individuals to achieve a common goal

Describe the differences between assigned leadership and emergent leadership.

assigned leadership is when a title is given to you to have a role emergent leadership is when, even though someone else may be assigned the leader, others perceive the individual as the most influential member and support the individuals behavior regardless of title. Reasons: being verbally involved, being informed, seeking others' opinions, initiating new ideas, being firm but not rigid AND personality. emergent leadership tends to be the person that best represents the whole group.

Explain coercion and some of the leaders identified with coercive leadership techniques.

force to effect change, influencing others to do something against their will may include manipulating penalties and rewards. Threats, punishment, negative reward schedules. Ex. Hitler, Taliban Leaders,

How has access to technology empowered followers today?

given followers access to huge amounts of information and made leaders more transparent. the result is a decline in the respect for leaders and leader's legitimate power. followers have used information power to level the field. power is longer synonymous with leadership and leaders are having less power.

Explain the four leadership strategies in transforming organizations identified by Bennis and Nanus.

o Idealized influence: " Acting as strong role models " High standards of moral and ethical conduct " Making others want to follow the leader's vision o Inspirational motivation: " communicating high expectations " inspiring followers to commitment and engagement in shared vision " using symbols and emotional appeals to focus group members to achieve more than self interest o intellectual stimulation " stimulating followers to be creative and innovative " challenging their own beliefs and valuing those of leader and organization " supporting followers to try new approaches and be innovative o individualized consideration " listening carefully to the needs of followers " acting as coaches to assist followers in becoming fully actualized " helping followers grow through personal challenges " Ex. Showing optimism helps employees become more engaged in their work

What are the major traits (5) needed to be a leader?

o Intelligence- verbal, perceptual, and reasoning capabilities " Ex. Steve Jobs o Self-confidence- certainty about one's competencies and skills " Ex. Angela Merkel Chancellor of Germany o Determination- desire to get the job done with initiative, persistence and drive " Ex. Dr. Paul farmer o Integrity- the quality of honesty and trustworthiness " Ex. Character counts! Program o Sociability- Leader's inclination to seek out pleasant social relationships " Ex. Michael Hughes, university president who interacts with students

What are the three main premises of the Social Judgement theory?

o Latitude of acceptance: range of positions a person is willing to accept or agree o Latitude of non-commitment: the range of positions a person feels neutral or indifferent about o Latitude of rejection: the range of positions a person finds objectionable

Define and describe pseudotransformational leadership from Bass's (1998, 2006) perspective

o Leaders who are transforming but in a negative way. They are self-consumed and exploited, power oriented with warped values o Self-serving, unwilling to encourage independent thought in followers, little care for others, uses inspiration and appeal to manipulate followers

what is a paradigm

o Leadership is attached to social sciences but we never "prove" anything in social sciences but have theories, paradigms and schools of thought o We see different parts of the picture at different points

What is values-based leadership?

o Leading by staying true to one's values o Lead others by remaining consistent with your beliefs o Values can change but core values stay the same

How might the skills approach be used for personal awareness and development?

o Might not be as developed in all skill areas

Explain Kouzes and Posner's five practices that enable leaders to get extraordinary things accomplished.

o Model the way o Inspire a shared vision o Challenge the process o Enable others to act o Encourage the heart

Describe the 3 levels of identity

o Personal- individual uniqueness different from others around them o Relational- relationships we have with others or roles o Cultural/communal- who we are within a culture. Gender, ethnicity, political, religion

What are the components of a SMART Goal?

o S-specific states in clear and concise terms o M- measurable and quantifiable to know when you have achieved success o A- action the goal requires specific actions to occur to be successful o R- realistic the goal is achievable o T- time establish a time limit

Describe how the (5) components of emotional intelligence influence one's emotional intelligence.

o Self-awareness o Self-regulation o Motivation o Empathy o Social skill

Describe the 4 qualities of a values-based leader.

o Self-reflection: a person must be aware of how their experiences, education, priorities, beliefs and values affect how he or she makes decisions, leads others and handles conflict o Balance: ability to view a situation from different perspectives. A person should remain open minded and consider all opinions before making decisions or evaluating a situation o Self-confidence: leaders should be able to identify areas or strength and weakness while continuing to improve their abilities and are able to ask for help from others when needed and use their strengths to help others o Humility: trait that keeps a person grounded and keeps life in perspective. Humility supports a person's ability to respect others and value others' opinions

What are the characteristics of the four categories of directive and supportive behaviors?

o Situational leadership model o S1 high directive low supportive- leader focuses on goal achievement and spends less time using supportive behaviors o S2 high directive high supportive- leader focuses on communication on BOTH goal achievement and supporting subordinates socioemotional needs, requires leader involvement through encouragement and soliciting subordinate input o S3 supporting style high supportive low directive- leader does NOT focus solely on goals; uses supportive behaviors to bring out employee skills in accomplishing tasks, leader delegates day to day decision making control but Is available to facilitate problem solving, includes listening, praising, asking for input and giving feedback o S4 delegating style low supportive low directive- leader offers LESS task input and social support; facilitates subordinates confidence in motivation to do the task, leader lessens involvement in planning, control of details, and goal clarification, refrain from intervention

Explain the difference between a skill and a trait.

o Skills can be learned and developed whereas traits are something people are born with

Explain the six types of power identified by French and Raven.

referent power- when followers really like the leader expert power- based on follower's perception of the leader. A knowledgable tour guide legitimate power- a status or formal job authority such as judge in the courtroom reward power- leader provides rewards to others coercive power- having the capacity to penalize or punish others. A coach sits players on the bench for being late information power- having knowledge that others want or need.

Be able to describe the different levels of the Leadership Identity Development Model

o Stage 1: awareness- focuses on others and recognizes leadership in national figures and other authority figures o Stage 2: exploration and engagement- membership in groups, getting involved in a variety of activities, development of personal skills and abilities, gaining self-awareness/self-confidence, seeing a need for change o Stage 3: leader identities are narrowed activities that are personally meaningful, trying on roles and activities in groups, understanding that leaders are in charge and get things done o Transition! Shifting order of understanding that holding a position does not always mean I'm a leader, look to the entire group for leadership to happen and be aware of value in others, each person brings unique contributions, "I need others to be able to lead o Stage 4: leadership differentiated when you let go of control, commitment to group growth and community, understanding leadership is a process, comfortable leading as a member and can be effective as a leader from within the group o Stage 5: generativity when there is more narrowing into personal passions, seek to develop leadership in others, think about leadership sustainability within groups o Stage 6: integration/synthesis- there is commitment to life-long learning and growth as a leader, want to make a difference, understand organizational complexity, know how to engage in different context

Why is it important to have goals?

o Studies show people who write goals down have 10X as much income o Increases motivation, provides direction, increases confidence

Explain each element of the Three-Skill Approach (Katz, 1955).

o Technical skill- knowledge about or proficiency in a certain type of work o Conceptual skill- the ability to work with ideas and concepts o Human skill- knowledge about and ability to work with people

What are some essential management skills?

o Technical skill: knowledge and proficiency in a specific type of work o Human skill: knowledge about and proficiency to work with people o Conceptual skills: the ability to work with ideas and concepts

what is a strength

o The ability to provide consistent, near-perfect performance in a given activity

Explain the differences between transactional and transformational leadership

o Transaction focuses on exchanges between leaders and followers but transformational includes interacting with others to create a connection that increases motivation and morality in both the leader and follower

Describe the view that leadership is on a continuum ranging from transformational to laissez-faire.

o Transformational leadership is engaging with followers where lassaiz faire is completely hands off

Explain the seven factors incorporated in the Bass Model of Transformational and Transactional Leadership.

o Transformational: " Factor 1: idealized influence and charisma " Factor 2: inspirational and motivation " Factor 3: intellectual stimulation " Factor 4: individualized consideration o Transactional leadership: " Factor 5: contingent reward and constructive transactions " Factor 6: management-by-exception, active and passive, corrective transactions o Laissez-faire leadership: " Factor 7: laissez-faire nontransactional

What is the underlying premise to emotional intelligence and leadership?

o Understanding people

Define Personal Values

o Values that guide human action and are assumed to be positive and important to the person holding them o Vary with culture with but some uniform values are honesty, credibility, strength of character o Most important and are shown in the way you live and work

Can emotional intelligence be learned?

o Yes if they take the right approach and it also increases with age

At what organizational level are each of the three skills most important?

o supervisory- technical and human skills o middle management- technical human and conceptual o CEO- human and conceptual

What is the relationship between leadership and power? Leadership and influence?

power is part of the influence process. power gives people the ability to affect other's beliefs attitude and actions. people often view leaders as having power and is thought of as synonymous with leadership. power is ACTUALLY NOT a major variable in theories of leadership. Research is limited. power used to be domain of leaders and is now shifting to followers as followers demand more from leaders.