Leadership in Digital Contexts

Transformational Model

(models behavior, inspires and communicates vision----- MLK)

What are the five steps to building a new power crowd?

1. Find your connected connectors - People who share a worldview, are networked to one another, and are influential in their reach • Trump supporters on Reddit & 4chan; Etsy users 2. Build a new power brand - The ownerless brand, remixing, activation not admiration • GetUp, Airbnb 3. Lower the barrier, flatten the path - Make it easy! • Hazare in India, the missed call campaign 4. Move people up the participation scale - Increase the degree of participant involvement • Black Lives Matter—from hashtags to setting up local chapters 5. Harness the 3 storms - Storm creating: Building galvanizing moments • Beatriz Ehlers and the school in Rio - Storm chasing: Join a storm that is already on • The "Great Digg Exodus" - Storm embracing: Accept the storm and go along • Girl Scouts #foreverygirl

Servant Model

A great leader should be a servant first (Greenleaf) Leadership must be granted by followers Behaviors: listening, empathy, persuasion, stewardship, commitment to personal growth of followers, building community In virtual teams, leaders must lead without formal authority VTs function better through member actions that support the team's mission Serving not controlling followers

situational model

A leadership model that links the leader's behavioral style with the readiness level of followers.

Theory X and Theory Y

A motivation theory that suggests that management attitudes toward workers fall into two opposing categories based on management assumptions about worker capabilities and values.

What is social capital and its relationship to networks?

A potential to access resources - either tangible such as a financial support or intangible such as backing for a new idea that is realized through relationships with others (Coleman, 1988) Reliance on others and interdependency builds trust Social capital makes companies and communities robust— "good citizenship behaviors" Social capital compounds with time Conflict can be frequent because candor is encouraged

What are the five competencies and the associated themes/dimensions for each competency identified by Ruben (2006)?

Analytic Personal Organizational Positional Communication

What implications does the digital context, especially with regard to values

Constant availability and a loss of privacy Increasing workload and dwindling autonomy Challenging to keep track of the big picture while attending to the immense amount of information flowing Leaders' daily lives are defined by the necessity to quickly evaluate and compare different courses of action that often represent mutually exclusive choices A stable value system is increasingly important in order to be able to deal with acceleration and complexity

What are a leaders 3 framing skills?

Control the Context. Leaders often cannot control events, but they can control the context under which events are seen if they recognize a framing opportunity. Define the Situation. At its most basic level, framing reality means defining "the situation here and now" in ways that connect with others. Apply Ethics. "Reality" is often contested. Framing a subject is an act of persuasion by leaders, and imbued with ethical choices.

How do we describe the digital context?

Digital Context is the surrounding environment and circumstances that determine meaning of Digital Identity(s) and the Policy(s) and protocols that govern their interactions. Digital Context has a set of zero or more Digital Identities and would typically be identified by a Context.

Trait Model

Focused on identifying personal characteristics that cause effective leadership.

What is the difference between formal and informal leadership?

Formal leaders hold a position of authority, and informal leaders influence others throughout personal forms of power.

According to Krackhardt & Hanson, what is common across the five types of network problems and the solutions offered?

Imploded relationships. . . People stop talking to other departments . . . Try mentoring relationships Irregular communication patterns. . . People don't communicate with others in their immediate group . . . Foster camaraderie Fragile structures. . . People communicate with only select departments . . . Informal gatherings with several divisions • Holes in the network. . . Relationships are expected but not there . . . Increase regular interactions Bow ties. . . Everyone is dependent on a single employee . . . Support this person with other central employees

Leaders and followers, who has the power?

Individuals have no ability to lead unless there are others who are willing to follow - leaders often follow and followers often lead - it may be difficult to discern who is leading and who is following at any moment in time—the roles are often dynamic • Unless there are those who follow, the concept of leader has little or no value

What does influence include according to Ruben & Gigliotti?

Influence includes actions that are unplanned and accidental, involve nonverbal and purposeful activity, and occur through informal and formal role-based behaviors

Which is tactic most frequently used?

Ingratiation

Which tactic is the most likely to lead to commitment?

Inspirational appeals

What are the three components of the ACE model—how ideas spread?

It aims to decompose sources of phenotypic variation into three categories: additive genetic variance (A), common (or shared) environmental factors (C), and specific (or nonshared) environmental factors plus measurement error (E).

What is leadership? What definition of leadership do I advance?

Leadership is the process of social influence—a process that takes place through communication (Ruben, De Lisi, & Gigliotti, 2017) Leadership can be:- Planned and unplanned - Formal and informal- Used for purposes that may be "good" or "evil"

Which tactic is the most likely to lead to compliance?

Legitimating tactics

Understand the difference between stakeholder power and interest

Long term business success = satisfying key stakeholders - The success of a decision is measured by the extent to which stakeholder needs are met and stakeholders are satisfied • i.e., a business that does not meet customer needs will cease to exist in the long term Direct power (i.e., budgets) - Indirect power (i.e., persuasion) Interest is the degree to which a decision's success depends on satisfying stakeholders' needs and wants - i.e., a project designed to reduce the number of traffic accidents is, to a high degree, in the public's interest

What are old power values vs new power values?

Not a case of one is good, the other is bad—it is a spectrum Where do you fall on the old power/new power continuum?

The dimensions of old power and new power

Old: had a very small agenda. People voted and were fairly active politically, yet they did little to affect government. Only a few issues were discussed at all. Unless facing a crisis, government usually did nothing to handle any problems. New: It began in the 1930s with FDR but did not really form into what we see today until the 1970s. It's characterized by a large policy agenda. The constitution began being interpreted a wide array of ways, power in congress diffused, and interest groups grew exponentially. Old System- power was somewhat centralized in the hands of party and congressional leaders. New System- power is much more decentralized, and so it is harder to resolve conflict because so many more people-party activists, interest group leader, individual members of Congress, heads of government agencies- must agree.

Authentic Model

Owning one's own personal experiences (values, thoughts, emotions, beliefs) expressing those beliefs and acting accordingly (Gardner) Authenticity lies on a continuum; self -awareness increases authenticity Three behaviors to develop authentic relationships: 1. Transparency, openness, & trust 2. Guidance toward worthy objectives 3. Emphasis on follower development Authentic leaders encourage the authentic leadership of others Trusting relationships will be formed, followers are more engaged and enthusiastic and have a heightened sense of well -being Increased self -awareness helps leaders with sense-making and perspective -taking

What are the three components of the structure of a new power community? What is the difference between a participant and a super participant?

Platform Stewards: control/influence who is allowed to participate, its governance and decision-making, how value is distributed, and if the platform lives or dies. • Super Participants: Most active contributors/content creators—can be the most influential voice on the platform. Participants: Readers, voters, sharers, riders. The greatest challenge is balancing the needs of the three groups.

What is the difference between power and authority?

Power is the ability of a group or person to achieve their aims despite the resistance of others. ... Authority is the form of power that people recognize as legitimate.

Which tactic is the most likely to lead to resistance?

Pressure

What are the 9 influence tactics?

Rational persuasion: Includes using facts, data, and logical arguments to try to convince others that your point of view is the best alternative. Most commonly applied influence tactic. Effective rational persuasion includes the presentation of factual information that is clear and specific, relevant, and timely Inspirational appeals: Taps into values, emotions, and beliefs to gain support for a request or course of action. Effective inspirational appeals are authentic, personal, big-thinking, and enthusiastic Consultation: Asking others for help in directly influencing or planning to influence another person or group. Consultation is most effective in organizations and cultures that value democratic decision making Ingratiation: Making others feel good about themselves. Ingratiation includes any form of flattery done either before or during the influence attempt Personal appeal: Helping another person because you like them and they asked for your help. We enjoy helping people we know and like. Exchange/Reciprocity: Give-and-take in which someone does something for you, and you do something for them in return. The rule of reciprocation says that "we should try to repay, in kind, what another person has provided us Coalition: Individuals working together toward a common goal to influence others. Common examples of coalitions within organizations are unions that may threaten to strike if their demands are not met. Coalitions take advantage of peer pressure. Pressure: Exerting undue influence on someone to do what you want or else something undesirable will occur. Often includes threats and frequent interactions until the target agrees. Pressure tactics are most effective when used in a crisis situation and when they come from someone who has the other's best interests in mind Legitimating: Based on legitimate or position power. "By the power vested in me ... ". Relies upon compliance with rules, laws, and regulations. Does not motivate people aligns them toward a direction. Relatively easy to abuse

What are French and Ravens five sources of power?

Reward Power: The ability to promise rewards for being compliant Coercive Power: The ability to give or to threatening punishment for not being compliant Expert Power: Knowledge is power. Having knowledge or expertise in a particular area. Legitimate Power: Authorized by a recognized power to command and make decisions Referent Power: Person being influenced identifies with, is attracted to or has respect for the person doing the influencing

What are two different competency approaches to leadership?

Ruben's Vertical and Horizontal Competencies Thematic analysis of approximately 100 academic and professional writings on the topic of leadership (Ruben, 2012) Vertical and horizontal competencies Vertical competencies are understood to be the specific type of knowledge and skills that directly correspond with particular positions, types of work, work settings, organizations, or sectors - Represent the deep knowledge-and skill -set that are important for leadership excellence in a specific unit, department, organization, or sector Horizontal competencies involve more general approaches to understanding leadership - General knowledge and skills that transcend specific contexts

What are the five components of emotional intelligence?

Self-awareness Self-regulation Motivation Empathy Social skills

What are the four models of organizing discussed in class and which model reflects the way global and virtual organizations are structured today?

The Classical/Scientific View The Humanistic/Human Relations View The Integrative/Systems View Networks Networks reflects because "People linked together by binding ties like deliverables and project assignments, regardless of organizational affiliation" (Lojeski, 2009, p. 9).

What is social influence, and the three types of social influence? Which is the weakest form of social influence?

The effect that the words, actions, or mere presence of other people have on our thoughts, feelings, attitudes, or behavior. conformity. changing one's behavior to more closely match the actions of others. Conformity involves a change in a person's attitudes or behavior in response to (often implicit) pressure from others. Compliance involves going along with explicit requests made by others. Finally, obedience involves giving in to the commands of an authority. Compliance is the weakest form of conformity where only public opinions are altered as a result of normative social influence. Private opinions remain unaffected.

What are the four leadership communication processes discussed?

The leadership communication process is not unidirectional - As indicated by the systems model, the ways that people create, convey, select, and interpret the messages that inform and shape their lives are much more complex, dynamic, and unpredictable (Ruben & Stewart, 2016)

What is the concept Wisdom of Crowds, what are the criteria for making this an effective tool, what are the problems associated with WOC?

Thesis: a diverse collection of independently deciding individuals is likely to make certain types of decisions and predictions better than individuals or even experts Four criteria are important in making this an effective tool. Independence: The various guesses have to be independent of one another. That is, each person must guess without the knowledge of what other people have guessed. • Diversity: It is important to have a diverse set of guesses. Some with expertise, others with just a passing interest. • Decentralization: The people making the guesses should be able to draw on their private, local knowledge. • Aggregation: There must be some way of aggregating the guesses into a single collective guess. WOC Failures: Crowd members too conscious of the opinions of others and begin to emulate each other and conform rather than think differently Crowds collectively swayed by a persuasive speaker

Why have theories of leadership changed and continue to change?

Trends in the workplace and organizational life more broadly have contributed to a shift in our thinking about leadership (The Digital Context!) - from the primary focus on individuals perceived to exercise extreme power over others - to perspectives that place an increased emphasis on the interactions between leaders and followers

What is the difference between formal and informal networks in organizations? (Krackhardt & Hanson)

When it comes to education, let the crowd decide or let governments decide? • Centralized bureaucratic machines vs. informal, networked, opt-in means

What are the primary design choices that must be made when creating a new power community?

Who gets rewarded—who pays? - Financial incentives on YouTube Who gets recognized—who has status? - Karma points on Reddit What creates stickiness? Feedback Loops - Likes or comments on Instagram How do you establish trust? - Reputation systems (difficult to keep out bias) Who calls the shots? - Who has the power? E.g. platform stewards or participants

Cultural discourses

a historically transmitted expressive system of communication practices, of acts, events, and styles, which are composed of specific symbols, symbolic forms, norms, and their meanings

confirmation bias

a tendency to search for information that supports our preconceptions and to ignore or distort contradictory evidence

Framing

one of the most commonly identified behavioral skills of leadership. Framing refers to the strategic construction of the meaning of a specific event or situation

mental models

team members' knowledge and beliefs about how the work gets done by the team

Transactional Model

trading rewards for work

What are Weber's 3 types of authority?

traditional authority within status groups charismatic authority within class legal-rational authority within party organizations.