Leadership and Change Final

Two of the biggest leader problems regarding substandard follower performance

- absenteeism - time-wasting leadership

Leadership practitioners need to

- clearly specify what behaviors are important - determine if those behaviors are currently being punished, rewarded, or ignored - find out what followers actually find rewarding and punishing - be wary of creating perceptions of inequity when administering individually tailored rewards - should not limit themselves to administering organizationally sanctioned rewards and punishments - hold followers accountable by administering rewards and punishments in a contingent manner whenever possible

Pink Facts

- rewards and punishments work well for motivating employees doing routine work - followers should be paid at market or better-than-market rates - different for different followers

Two categories of follower performance

- the what (task and goal accomplishment) - the how of performance (behaviors directed toward the accomplishment of team or organizational goals)

Issues in Performance Evaluation

- who are the company's best and worst performers? - should performance consequences be allocated to employees? - can followers get personal growth from judgements of performance?

Why do people stay with organizations?

-Promises of long-term employment -Exciting work and challenge -Fair pay -Encourages fun, collegial relationships -Supportive management

Components of organizational justice

1. Distributive Justice 2. Procedural Justice 3. Interactional Justice

3 actions leaders must take if they wish to improve scores on followers satisfaction surveys

1. Need to be curious and open to feedback 2. Need to share the survey results with followers 3. Need to build an action plan with reviews for progress

Grit

A person's perseverance or effort and passion to achieve long-term goals

Three fundamental needs that Drive employees who create new products or services or perform complex non routine work

Autonomy, mastery, and meaning

Organizational citizenship behavior

Behaviors not directly related to one's job but helpful to others at work. (Volunteering to help another employee with a task or project)

The best leaders may be those who

Can motivate workers to perform at high levels while maintaining an equally high level of employee engagement and job satisfaction

Leaders can enhance followers' motivation, performance, and satisfaction by

Changing the situation

Autonomy

Concerned primarily with making choices. (Flexible hours, work from home, bring pet to work)

Effectiveness

Concerned with the collective outcomes or results of these behaviors

Performance

Concerns behaviors directed toward the organization's mission or goals or the products and services resulting from those behaviors

Unit of team effectiveness

Concerns collective results

Employee engagement

Focused on followers' attitudes toward the tasks and work activities they need to perform

Criticize

Followers who are disengaged from work yet possess strong critical thinking skills. The most dangerous type.

Effectiveness

Generally involves making judgements about the adequacy of behavior with respect to certain criteria such as work group or organizational goals

Empowerment

Give people autonomy and latitude to increase their motivation for work

Mastery

Helping followers develop those skills that will enable them to perform at higher levels. Providing w feedback on skill development or task progress

Stajkovic and Luthans reported that

Incentive pay targeted at specific follower behaviors was the most effective followed by social recognition and performance feedback.

Procedural justice

Involves the process by which rewards or punishments are administered.

Maslow's Theory of Needs limitations

It does not make specific predictions on what an individual will do to satisfy a particular need

Research has shown that some of the risks associated with longer workweeks include

Job dissatisfaction, lower employee engagement, and distressed family and social relationships.

Employee engagement has a strong relationship with

Job performance and team effectiveness

Why do people leave an organization?

Limited recognition Compensation Limited authority Poor organizational culture Repetitive work

Four pillars on motivational drivers

Meaning, mastery, freedom, and responsibility

Five Motivational Approaches

Motives or needs, Achievement Orientation, goal setting, operant approach, empowerment.

Presenteeism

Notion of being at work while one's brain is not fully engaged

Role conflict

Occurs when leaders and followers are given incompatible goals to accomplish

Absenteeism leadership

Occurs when leaders are so busy traveling, attending meetings, or being otherwise preoccupied that they have little time for their followers and teams

The Pygmalion Effect

Occurs when leaders articulate high expectations for followers; in many cases these expectations alone will lead to higher performing followers and teams.

engagement-shareholder value chain

Organizations with higher percentages of engaged and actively engaged followers should ultimately generate higher shareholder returns

Hierarchy Effect

People with longer tenure or in higher positions tend to have higher global and facet satisfaction ratings than those newer to or lower in the organization

Employee engagement

Pertains to followers' attitudes about the organization and their work activities

achievement orientation

Possess certain personality traits

employee engagement

Replaced job satisfaction as the most important attitude in the workplace. The extent to which people are absorbed with or committed to their work tasks

One popular way to change direction, intensity, and persistence is through

Rewards and punishments

Key to increasing satisfaction levels

Satisfy hygiene factors while maximizing the motivators for a job

Motives or needs

Satisfy needs to change behavior

Components that determine whether employees are empowered or unempowered

Self-determination, meaning, competence, and influence

Goal setting

Set goals to change behavior

Four types of Potter and Rosenbach Followership Model

Subordinates, Contributors, Politicians, and Partners

The famous Miligram experiments of the 1950s demonstrates what?

That people would follow orders, even to the point of hurting others, if told to do so by someone they perceived to be in a position of authority.

Employability

The ability to find a job, get hired, and keep a job

Why would anyone choose to be a follower?

The benefits outweigh the costs of going it alone or fighting to become the leader of a group

Empowerment

The final approach to motivation

Meaning

The notion of doing something that matters having an impact or being part of something bigger than oneself

Achievement Orientation

To improve group performance leaders should select only followers who both possess the right skills and have a higher level of a personality

75% of men and women will follow the orders of complete strangers who they believe occupy some position of authority

True

Employee engagement has a stronger relationship with performance levels

True

Followers are more likely to suffer burnout and leave organizations when they have to constantly project positive work attitudes

True

Goal setting may work too well

True

Job satisfaction does not have a strong relationship with job performance

True

Leaders rarely have a direct impact on customer satisfaction or unit or team effectiveness

True

People who are more satisfied with their jobs are more likely to engage in organizational citizenship behaviors

True

Satisfaction has only an indirect effect on performance

True

The worst company to work for in 2019:

Union Pacific

Contingent rewards and punishments

administered as consequences of a particular behavior

Motivation

anything that provides direction, intensity, and persistence to behavior. Not directly observable, must be inferred by behavior

Noncontingent rewards and punishments

are not associated with particular behaviors

Facet satisfaction

assess the degree to which employees are satisfied with different aspects of work, such as pay, benefits, promotion policies, working hours, and conditions

Global satisfaction

assesses the overall degree to which employees are satisfied with their organization and their job

Organizational justice

based on the premise that people who are treated unfairly are less productive, satisfied, and committed to their organizations. (treating people fairly)

Potter and Rosenbach Followership Model

believe that follow inputs are vital to team performance because followers are closest to the action and often have the best solutions to problems. Based on follower performance and leader-follower relationship

Operant approach

change rewards and punishments to change behavior

Partners

committed to high performance and building good relationships with their leaders (raise uncomfortable issues)

Life satisfaction

concerns a person's attitudes about life in general

Distributive Justice

concerns followers' perceptions of whether the level of reward on punishment is commensurate with an individual's performance or infrastructure.

Pay dispersion

differences in pay levels between individuals within or across jobs or organization levels

Curphy and Roellig Followership Model

dimensions included critical thinking and engagement

Brown-nosers

earnest, dutiful, and conscientious/loyal - fundamentally a fear of failure. The longer leaders remain in place, the more likely they will surround themselves with brown-nosers.

Hygiene factors

factors that led to dissatisfaction at work - supervision - working conditions - coworkers - pay -policies - job security

Motivators

factors that led to satisfaction at work - achievement - recognition - the work - responsibility - advancement and growth

Subordinates

followers in the traditional sense: do what they are told follow rules

Contributors

hard workers and motivated to be subject-matter experts in organizations

Slackers

have plenty of motivation that is directed toward activity unrelated to work

Functional turnover

healthy for an organization, such as when followers retire, do not fit into the organization, or are substandard workers.

Job satisfaction

how much one likes a specific kind of job or work activity. Ones attitude about the the job itself, pay, promotion or educational opportunities, supervision, coworkers, workload, and so on.

Monitoring

includes tracking follower performance, sharing feedback on goal progress, providing needed resources and coaching. Most time consuming

Needs

internal states that drive action that is necessary to survive or thrive

Planning

involves developing a through understanding of the team's or org's goal, the role followers need to play in goal accomplishment

Executive magnification

leaders engage in idle conversations that followers misinterpret as work mandates

Golem effect

leaders who have little faith in their followers ability to accomplish a goal are rarely disappointed

Cookie licking

occurs when leaders cannot let go of actions or decisions that should be delegated to their staffs

Role ambiguity

occurs when someone is uncertain about what is expected of him or her or how to do it

Dysfunctional turnover

occurs when the "best and brightest" in an organization become dissatisfied and leave. Most likely to occur when the local economy is good and jobs are plentiful. Also occurs when downsizing is a response to organizational decline

Dunning-Kruger Effect

people systematically overestimate their own performance in areas where they lack competence and readily dismiss any information to the contrary

Time-wasting leadership

people who unintentionally assign work or set rules that are detrimental to a team's overall performance

Performance management cycle

planning, monitoring, evaluating

Evaluating

providing some type of summary feedback on job performance to followers

Politicians

put emphasis on getting along well with their boss than getting things done

Locke and Lantham Goal Setting Theory

showed goals that were both specific and difficult resulted in consistently higher effort and performance, when contracted to do your best goals. also goal commitment is crucial

Confirmation bias

tendency for people to believe only information that confirms their beliefs

Interactional Justice

the degree to which others are treated with dignity and respect

Self-starters

the most effective Followership type. Lack patience seek forgiveness.

Most performance problems can be attributed to

to unclear expectations, skill deficits, resource/ equipment shortages, or a lack of motivation

Performance

what individual followers accomplish and the behaviors exhibited to achieve results