Leadership Final (9-16)

Information Age companies

- operate with integrated business processes that cut across traditional business functions - compete against the best companies throughout the entire world - prospered by offering low-cost but standardized products and services - gained competitive advantage through specialization of functional skills in areas like manufacturing and distribution

Industrial age organizations

- worked with customers and suppliers via arm's-length transactions - prospered by offering low-cost but standardized products and services - created sharp distinctions between an intellectual elite on one hand and a direct labor workforce on the other - gained competitive advantage through specialization of functional skills in areas like manufacturing and distribution

Steps in systematic process used in large orgs for collecting potential and readiness info about followers

1. Leaders provide low, moderate, or high performance and potential ratings for each of their direct reports 2. The ratings provided by leaders for their followers are used to indicate where the followers currently stand in the 9-box matrix 3. Calibration meetings are held to standardize ratings across leaders with similar groups of followers

Examples of autonomy

Allowing employees to work at home or bring their pets to work Letting sales reps pick customers they'll pursue in an assigned geographic territory Providing flexible work hours

Successful teams

Clear mission and high-performance standards Take stock of equipment, training facilities, opportunities, outside resources available to help team, assessing technical skills of team members, secure resources and equipment necessary for team effectiveness, planning, organizing

Symptoms of groupthink

Collective rationalization stereotypes of the opposition as evil, weak, or stupid Illusion of invulnerability

Typical characteristics of subordinates

Do what they are told, follow rules, low-to-medium performers, tend to remain with their organizations for long periods

People systematically overestimate their own performance in areas where they lack competence and readily dismiss any information to the contrary. This is referred to as the _____

Dunning-Kruger effect

Low-LPC leaders

Focus on improving relationships with followers after they are assured that assigned tasks are being satisfactorily accomplished, gain satisfaction from task accomplishment, motivated primarily by the task

Leadership decision tree (Vroom and Yetton)

Is acceptance by subordinates important for effective implementation? Is conflict among subordinates over preferred solutions likely? Does the problem possess a quality requirement?

Problems with normative decision model of leadership

It views decision making as taking place at a single point in time Assumes that some of the prescriptions of the model may not be the best for a given situation

Overall situation favorability (most powerful)

Leader-member relations Task structure Position power

3 general requirements for successful interventions

Practice field, diagnostic/ instrument based feedback, research findings about how teams really work

Typical characteristics of contributors

Rarely seek out leaders' perspectives and generally wait for direction, work best in jobs where they can be left alone to do their thing

talent hoarding

Some followers in an organization are such high performers that leaders are loath to let them go or let others know about their exceptional performance. This is referred to as

Macro psychological components that underlie empowerment

Stress, learning, motivation

Universally effective leadership traits

Trustworthy Foresighted Informed Communicative

Daniel Pink's views on fundamental needs that drive employees who create new products or services or perform complex, non-routine work

What may be interesting, impactful, developmental, or empowering to one employee may have just the opposite effect on another Employees need to be paid at market or better than market rates for autonomy, mastery, and meaning to have an impact

Orgs use ____ to compare survey results

a reference group

Followers (Hersey and Blanchard)

able but unwilling or insecure unable and unwilling or insecure

Most social problems are _____

adaptive problems

Reducing groupthink

all group members take on role of critical evaluator, one play devil's advocate, create climate of open inquiry through own impartiality and objectivity

Subsystem non-optimization

an individual on a team deliberately avoids maximizing his individual effort in order to improve the overall performance of the team

Performance

behavior directed towards org's mission or goals or products and services resulting from those behaviors

Presenteeism

being at work while one's brain is not fully engaged (51%)

Norming

clear emergence of a leader and development of group norms and cohesiveness

Dream

clear vision of where team is going is established

The how

concerns evaluations of followers' work related behaviors during designated time period

____ rewards or punishments are administered as consequences of a particular behavior

contingent

Curphy and Roelling Followership Model dimensions

critical thinking and engagement

Balanced scorecard

defines how org as a whole defines winning, includes org goals involving customers, marketing, sales, finance, operations, HR, etc

level of centralization

degree of diffusion of decision making

Talent

determining how many people are needed to staff the store and which roles each will play

Over the past decade, job satisfaction levels among employees in the U.S. has

dropped

Universal attributes of leadership effectiveness

effective bargainer administratively skilled confidence builder

Path-goal theory

leaders should first assess the situation and then choose a leadership behavior appropriate to the situation, followers view leader's actions as a means for increasing their own levels of satisfaction

Achievement orientation theory

leaders should only select followers who have both right skills and higher level of achievement orientation

Collective rationalization

leads to discounting negative info or warnings

Situation

task structure, reward system, education system, info system, org structure

Followers

team composition, norms, interests or motivation, interpersonal behavior, skills and abilities

Collective leadership

team, network, and complexity leadership

Interactional justice

the degree to which people are given info about different reward procedures and treated with dignity and respect

Leaders

unable and unwilling or insecure unable but willing or confident

Normative decision model

uses a continuum to explore levels of participation in decision making

Intrasender role conflict

when the same person sends mixed signals

additive task

group's output involves combo of individual outputs

Most firms use info such as certain personality traits, intelligence, and 360-degree feedback ratings to ____

provide candidates already on high potential + high performance lists with developmental feedback

Punishment

refers to the administration of an aversive stimulus or the withdrawal of something desirable, each of which decreases the likelihood that a particular behavior will be repeated

Person-role conflict

role expectations violate a person's values

Interrole conflict

someone is unable to perform all of his roles as well as he'd like

Intersender role conflict

someone receives inconsistent signals from several others about expected behavior

The most important step in accomplishing a goal

state it right form the beginning

Spatial complexity

geographic dispersion in an organization

Participating

low task, high relationship

Rocket Model of Team Effectiveness should always start with

Talent Context Mission

High potential High performance types

They are sent back to school to obtain MBAs or other advanced degrees Sent on ex-pat or other plum assignments They often get to attend customized leadership training programs

Why do organizations use results of 9-box matrices and replacement tables to identify people to send to high-potential programs?

To accelerate their ability to assume greater leadership responsibilities to plug the Ready-now gap for critical leadership positions

Team leaders can build buy-in doing:

developing a compelling team vision or purpose involving team members in the goal, role, and rule-setting process having a high level of credibility

Highly decentralized

disperses decision making to the lowest levels in the organization

Making judgments about the adequacy of behavior with respect to certain criteria refers to

effectiveness

situational engineering

leaders can use knowledge of how situation affects leadership to proactively change situation in order to enhance likelihood of success - has time constraints and delegates to free up some of her time for creating opportunities to interact with them

Unquestioned assumption of group's morality

leads to an absence of reflection on the ethical consequences of group action

Illusion of unanimity

leads to perceiving greater consensus than really exists

Direct pressure on dissenting members

leads to reinforcing the norm that disagreement represents disloyalty to the group

Illusion of invulnerability

leads to unwarranted optimism and excessive risk taking

Delegating

low task, low relationship

Context

market conditions, govt regulations affecting industry, competitors and suppliers

Teams

members often have more differentiated and specialized roles than group members, task interdependence is typically greater than with groups

External-locus-of-control followers

more satisfied with directive than participative behaviors

Contributor

motivated to become subject matter expert

(Herzberg) factors that lead to satisfaction at work

motivators

Succession planning in small companies

Someone in a leadership position retiring or leaving to join another firm causes top mgmt to make a replacement decision with an internal promo or outside hire, episodic and informal

Universally negative leadership traits

egocentric irritable dictatorial loner asocial noncooperative

Process for collecting potential and readiness info about followers

evaluated annually, 9-box matrices used

The what

evaluates performance of followers against goals outlined during planning phase of performance management cycle

technical problems

experts know how to solve

If Eleanor wants the Pygmalion effect to occur, she should

express confidence in her subordinates' ability to successfully accomplish their tasks

____ satisfaction assesses degree to which employees are satisfied with different aspects of work (pay benefits, etc)

facet

When using replacement tables for filling key leadership positions, companies first ____

identify those leadership roles most critical to strategy execution

Ollieism

illegal actions are taken by overly zealous and loyal subordinates who believe that what they do will please their leaders - variation of groupthink, problem with highly cohesive groups

challenging but achievable goals

improving running times steadily through the season

group dynamics

interactions among team members, how they communicate, express feelings, deal with conflict

Storming

intragroup conflict, heightened emotional levels, status differentiation as remaining contenders struggled to build alliances and fulfill the group's leadership role

Problems at Team design level

job is meaningless, lacks autonomy, no knowledge of results

developmental interventions

leader can increase follower's readiness

Role conflict

leaders and followers are given incompatible goals to accomplish

(Daniel Pink) meaning

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

Forming

polite convo, gather superficial info about members, low trust

Situational Leadership model

popular bc it's easy to understand and takes a common sense perspective

Which feedback is the most helpful?

positive and negative

Strong achievement orientation

prefer tasks that provide immediate feedback and are moderately difficult

market culture

primary focus is on external environment

Procedural justice

process rewards or punishments are administered

(Terence Brake) leaders of virtual teams should

give team members personal attention

Performing

group members played functional, interdependent roles that were focused on performance of group tasks

overbounding

groups become so cohesive they erect fences or boundaries between themselves and others

Mastery

helping followers develop skills that'll enable them to perform at higher levels

Selling

high task, high relationship

Telling

high task, low relationship

Internal-locus-of-control followers

much more satisfied with participative than directive behaviors