Leadership (MGMT) Final

GLOBE 6 Dimensions (for CLT)

-Charismatic/ Value-based leadership -Team-oriented leadership -Participative leadership -Humane-oriented leadership -Autonomous Leadership -Self-protective leadership

3 Sub-elements in Situational Favorability

-Leader-member relations -Task structure -Position power The relative weights of the 3 components, taken together, can be used to create a continuum of situational favorability

Empowerment (Macro Psychological Components)

-Motivation -Learning -Stress

Leaders can improve feedback skills by:

-Providing clear, unemotional feedback about behaviors under the other person's control. -Identifying specific behaviors that are positive or negative. -Providing descriptive feedback that avoids inferences. -Giving timely feedback. -Being flexible about when and how they give feedback. -Giving both positive and negative feedback. -Avoiding blame or embarrassment

Empowerment (Micro Psychological Components)

-Self-determination -Meaning -Competence -Influence

Summary (Compatibility Mode)

-The situation may be the most complex factor in the leader-follower-situation framework -Situations vary in complexity and strength. The organizational level includes both the formal organization and informal organization -An increasingly important variable at the environmental level is societal culture, which involves learned behaviors that guide the distinctive mannerisms, ways of thinking, and values within particular societies

Motivational Theories

-are useful in certain situations but not as applicable in others Leaders who know about different motivational theories are more likely to choose the right theory for a particular follower and situation -choosing the best theory may result in higher-performing and more satisfied employees

Multiple-Influence Model

2 Factors: Microvariables -task characteristics Macrovariables -environment in the situation

Situational Levels

3 Main: -Task -Organizational -Environment

Developmental Interventions

A leader may like to see followers increase their level of readiness for particular tasks by implementing a series.... -the intervention is designed to help followers in their development

Motivation Summary

A leader's actions can and do affect followers' motivation levels Leaders should be flexible in the types of interventions they use to motivate followers, which requires familiarity with the pros and cons of various motivational theories Leadership practitioners should not overlook the interplay between emotions and motivation Success is more likely when leaders are able to address and capitalize on emotions when introducing change

Role Theory

A leader's behavior depends on the leader's perceptions of critical aspects of the situation: -Rules and regulations governing the job -Role expectations of subordinates, peers, and superiors -Nature of the task -Feedback about subordinates' performance

Knowledge Workers

All employees must contribute value by what they know and by the information they can provide

Transformational vs. Charismatic Leaders

All transformational leaders are charismatic, but not all charismatic leaders are transformational

Theory of Organizational Culture

An organization's culture represents a balance between these competing values People tend not to be consciously aware of their own organization's culture The framework helps organizations be more deliberate in identifying a culture more likely to be successful given their respective situations, and in transitioning to it -The values depicted on opposite ends of each axis in the Competing Values Framework are inherently in tension with each other (graph)

Innovation

As product life cycles continue to shrink, companies must be masters at anticipating customers' future needs, innovating new products and services, and rapidly deploying new technologies into efficient delivery processes

Achievement Orientation

Atkinson proposed that a person's tendency to exert effort toward task accomplishment depends partly on the strength of his/her motivation to achieve success - (McClelland) individuals with a strong need for achievement strive to accomplish socially acceptable endeavors and activities component of the Five Factor Model or OCEAN model of personality dimension of conscientiousness often a key success factor for people who advance to the highest levels of organizations

Follower Characteristics

Charisma is probably more a function of the followers' reactions to a leader than of the leader's personal characteristics Four unique characteristics of the reactions that followers have toward leaders: -Identification with the leader and the vision -Heightened emotional levels -Willing subordination to the leader -Feelings of empowerment

Emotional Approach to Organizational Change

Charismatic leaders are passionate, driven individuals who are able to paint a compelling vision of the future The combination of a compelling vision, heightened emotional levels, and strong personal attachments often compels followers to put forth greater effort to meet organizational or societal challenges Charismatic movements can result in positive or negative organizational or societal changes

Concluding Thoughts about Characteristics of Charismatic + Transformational Leadership

Charismatic leadership is most fully understood when we consider how leader and situational factors affect the attribution process It is unlikely that all the characteristics of charismatic leadership need to be present before charisma is attributed to a leader Charismatic leadership can happen anywhere Charismatic leadership is a two-way street between leaders and followers Overwhelming evidence supports that charismatic or transformational leaders are more effective than their non-charismatic counterparts

Customer Segmentation

Companies must learn to offer customized products and services to diverse customer segments

Global Scale

Companies today compete against the best companies throughout the entire world

3 Newer Theories of Transfomational or Charismatic Leadership

Conger and Kanungo: Leaders build trust in their vision by personal example, risk taking, and their total commitment to the vision House: Charismatic leaders achieve higher performance by changing followers' self-concepts Avolio and Bass: Transformational leaders achieve stronger results because they heighten followers' awareness of goals and the means to achieve them, they convince followers to take action for the collective good, and their vision of the future helps followers satisfy higher order needs

Task Autonomy

Degree to which a job provides an individual with some control over what is done and how it is done

Task Feedback

Degree to which a person accomplishing a task receives information about performance from performing the task itself

Task Interdependence

Degree to which tasks require coordination and synchronization for work groups or teams to accomplish a desired goals

Task Structure

Degree to which there are known procedures for accomplishing the task and rules governing how one goes about it

Least Preferred Co-Worker Scale (LPC)

Fiedler's: has a leader consider the single individual that has been the most difficult to work with and then describe that person in terms of bipolar adjectives (friendly-unfriendly, boring-interesting, sincere-insincere) Those ratings are then converted into a numerical score The score represents something about the leader, not the specific individual the leader evaluated

Setting Goals

For goals to be achievable, they should have the following characteristics: -Specific -Observable -Attainable -Challenging -Supported by actual commitment -Accompanied by feedback

Links to Customers + Suppliers

IT enables organizations to integrate supply, production, and delivery processes resulting in improvements in cost, quality, and response time

Managerial Incompetence

Incompetent managers have difficulties building loyal followings or getting anything done

Implicit Leadership Theory

Individuals have implicit beliefs/assumptions about attributes/behaviors that distinguish leaders from followers, effective leaders from ineffective leaders, and moral from immoral leaders

Path-Goal Theory (leaders varying styles)

Leaders may use varying styles with different subordinates and differing styles with the same subordinates in different situations. Followers will actively support a leader if they view the leader's actions as a way to increase their own levels of satisfaction. Followers' perceptions of their own skills can affect the impact of certain leader behaviors

Prescriptions of the Contingency Model

Leaders will try to satisfy a primary motivation when faced with unfavorable or moderately favorable situations and will behave according to their secondary motivational state only when faced with highly favorable situations Leadership training should stress situational engineering rather than behavioral flexibility Organizations could be more effective by matching a leader's characteristics with situational demands instead of trying to change a leader's behavior to fit the situation

Implications of Leadership Practitioners

Leadership practitioners should expect to face a variety of challenges to their own systems of ethics, values, or attitudes during their careers People holding seemingly antithetical values may need to work together, and dealing with diverse values will be an increasingly common challenge for leaders Leaders in particular have a responsibility not to let their own personal values interfere with professional leader-subordinate relationships unless the conflicts pertain to issues clearly relevant to the work and the organization

Empowerment (leaders)

Many leaders assume it is easier to change an individual than it is to change the situation, but this is often not the case Leaders can often see positive changes in followers' motivation levels by restructuring work processes and procedures -This can increase their latitude to make decisions and add more meaning to work Leaders can help followers work through initial resistance to new processes and procedures by showing support, providing training and coaching on new skills, and capitalizing on opportunities to reward progress

Charismatic Leadership: A Historical Review

Max Weber maintained that societies could be categorized into one of three types of authority systems: -Traditional authority system -Legal-rational authority system -Charismatic authority system James MacGregor Burns believed that leadership could take one of two forms: -Transactional leadership -Transformational leadership -Reframing

Cross Functions

Organizations must operate with integrated business processes that cut across traditional business functions

Team Building for Work Teams (A successful Intervention)

Raise awareness about how teams really work Use diagnostic, instrument-based feedback so team members can have a map of where they and their teammates are currently located Provide a practice field for each intervention so team members can test their new behaviors in a risk-free, protected environment

Culturally Endorsed Implicit Theories of Leadership

Relatively distinctive implicit theories of leadership characterize different societal cultures from each other as well as organizational cultures within those societal cultures

The Environment

Ronald Heifetz argues that leaders not only are facing more crises than ever before but that a new mode of leadership is needed because we're in a permanent state of crisis Change has become so fast and so pervasive that it impacts virtually every organization everywhere, and everyone in them Leadership has never been easy and appears to be growing more difficult

Leader Characteristics

Several common threads exist in the behavior and style of both charismatic and transformational leaders: -An imaginative, future-oriented vision Superb rhetorical skills -An ability to build a particular kind of image in the hearts and minds of followers and to build trust by showing commitment to followers' needs -A personalized leadership style

Situational Characteristics

Situational factors play an important role in determining whether a leader is perceived as charismatic Situational factors believed to affect charismatic leadership: -Crises -Social networks -Outsourcing and organizational downsizing -Time

Team Building for Work Teams

Team-building interventions, at the team level, may help members understand why they struggle to achieve team objectives but are unlikely to remove the root causes of team problems. Many organizations make top-down efforts to correct team-building problems. Other organizations are committed to teamwork and are willing to change structures and systems to support it but are not committed to the "bottom-up" work that is required

Situational Engineering (appropriateness of a leader's behaviors)

The appropriateness of a leader's behavior in a group often makes sense only in the situational context in which the behavior occurs The situation, not someone's traits or abilities, plays the most important role in determining who emerges as a leader Historically, great leaders emerge during social upheavals or economic crises Early situational theories asserted that leaders were made, not born, and that prior leadership experience helped forge effective leaders

Providing Constructive Feedback

The development of good feedback skills is related to developing good communication, listening, and assertiveness skills To give good feedback, the provider must: -Be clear about the purpose. -Choose an appropriate context and medium. -Send proper nonverbal signals. -Try to detect emotional signals from the recipient. -Be somewhat assertive in providing it

Situational Leadership Model (Concluding Thoughts)

The only situational consideration is knowledge of the task, and the only follower factor is readiness Situational Leadership usually appeals to students and practitioners because of its commonsense approach and ease of understanding It is a useful way to get leaders to think about how leadership effectiveness may depend somewhat on being flexible with different subordinates, not on acting the same way toward them all

Situational Leadership Model (Continuum)

While combining follower readiness levels with the four combinations of leader behaviors, four segments emerge along a continuum Along this continuum, however, the assessment of follower readiness can be fairly subjective

Follower Readiness

a follower's ability and willingness to accomplish a particular task. -It is not a personal characteristic, but rather how ready an individual is to perform a particular task. -Readiness is not an assessment of an individual's personality, traits, values, age, etc. -Any given follower could be low on readiness to perform one task, but high on readiness to perform a different task

Informal Organization (organizational culture)

a system of shared backgrounds, norms, values, or beliefs among members of a group Leaders can change culture by attending to or ignoring particular issues, problems, or projects Leaders can modify culture: -Through their reactions to crises -By rewarding new or different kinds of behavior -By eliminating previous punishments or negative consequences for certain behaviors

Task Behavior

are the extent to which the leader spells out the responsibilities of an individual or group -telling people what to do, how/when to do it, and who is to do it

Most Performance Problems

can be attributed to unclear expectations, skill deficits, resource/ equipment shortages, or a lack of motivation leaders have the most difficulty recognizing and correcting motivation problems

Adaptive Problems

cannot be solved using currently existing resources or ways of thinking -It can be difficult reaching a common definition of what the problem really is -Adaptive problems can only be solved by changing the system itself. -Adaptive problems, which involve people's values, require adaptive leadership for solutions

Technical Problems

challenges for which the problem-solving resources already exist -Resources have two aspects: specialized methods and specialized expertise -Technical problems can be solved without changing the nature of the social system in which they occur

Achievement-oriented Leadership (PGT)

chart

Participative Leadership (PGT)

chart

Supportive Leadership (PGT)

chart

Directive Leadership (PGT)

chart ( Ch. 13, slide 19)

Performance

concerns behaviors directed toward the firm's mission/ goals or the products or services resulting from those behaviors differs from: Effectiveness -making judgments about the adequacy of behavior based on criteria

Organizational Climate

concerns members' subjective reactions to the organization, which is partly a function of organizational culture

Spatial Complexity

describes the geographical dispersion of an organization's members

VUCA

describes this new state of affairs: - volatile -uncertain -complex -ambiguous

Path-Goal Theory (Situational Factors)

effects of leader behavior on follower attitudes and behaviors: -Task -Formal authority -system

Adhocracy Cultures

emphasize a high degree of flexibility and discretion and focus primarily on the environment outside the organization

Clan Cultures

emphasize flexibility and discretion, focus primarily inward, and have a strong sense of cohesiveness

Market Cultures

emphasize stability and control but focus their attention on the external environment

Team-Oriented Leadership

emphasizes effective team building and implementation of a common goal

Self-Protective Leadership

focuses on ensuring the security of the individual or group member

Situational Leadership Model

focuses on two leadership behavior categories: -task behavior -relationship behavior The relative effectiveness of the two behavior dimensions often depends on the situation

Goal Setting (Locke + Latham)

goals are the most powerful determinants of task behaviors Aspects: Goals that were both specific and difficult resulted in consistently higher effort and performance when contrasted to "do your best" goals -Goal commitment is critical. Goals set either by leaders unilaterally or through participation with followers can lead to necessary levels of commitment -Followers exerted the greatest effort when goals were accompanied by feedback; followers getting goals or feedback alone generally exerted less effort

Competent Managers

good at building teams and getting results through others

Job Satisfaction

how much one likes a specific kind of job or work activity -satisfied workers engage in: organizational citizenship behaviors

Relationship Behaviors

how much the leader engages in two-way communication -listening, encouraging, facilitating, clarifying, explaining why the task is important, giving support

Autonomous Leadership

independent leadership

Charismatic/Value-based Leadership

inspires, motivates, and expects high performance from others on the basis of firmly held core values

Goal Setting (Leader Perspective)

involves setting clear performance targets and helping followers create systematic plans to achieve them Goals direct attention, mobilize effort, help people develop strategies for achievement, and help people continue exerting effort until goals are reached. This leads, in turn, to even higher goals

Formal Organization

involves the disciplines of management, organizational behavior, and organizational theory and can have a profound impact on leadership

Motivation

is anything that provides direction, intensity, and persistence to behavior. -not observable, must be inferred from behavior

Humane-oriented Leadership

is supportive

Pygmalion Effect (Goal Setting)

leaders express high expectations for followers - these expectations alone lead to higher-performing followers and teams Leaders wanting to improve individual/team performance should set high but achievable goals and express confidence in their followers

Golem Effect (Goal Setting)

leaders have little faith in their followers' ability to accomplish a goal -these expectations result in a self-fulfilling prophecy and low performance

Information Age

many fundamental assumptions of the industrial age are becoming obsolete Kaplan and Norton identified six changes in the ways companies operate to address the changes in the environment: -Cross functions -Links to customers and suppliers -Customer segmentation -Global scale -Innovation -Knowledge workers

Situational Engineering

occurs when leaders use their knowledge of how the situation affects leadership to proactively change the situation to improve the chances of success Leaders in dangerous situations may adopt different strategies to be successful than they would in more normal situations The situation often explains more about what is going on and what kinds of leadership behaviors will be best than any other single variable

Operant Principles

principles to improve followers' motivation and performance requires several steps: -Clearly specify what behaviors are important. -Determine if those behaviors are currently being punished, rewarded, or ignored. -Find out what followers find rewarding and punishing. -Be wary of creating perceptions of inequity when administering individually tailored rewards. -Do not limit oneself to administering organizationally sanctioned rewards and punishments. -Administer rewards and punishments in a contingent manner whenever possible

Hierarchy Cultures

tend to have formalized rules and procedures

Contingency Model

that leader effectiveness is primarily determined by selecting the right kind of leader for a certain situation or changing the situation to fit the particular leader's style -Some leaders are better than others in some situations but less effective in other situations

The GLOBE Study

the Global Leadership and Organizational Behavior Effectiveness Research Program, is based on implicit leadership theory

Situational Favorability

the amount of control the leader has over the followers The more control a leader has over followers, the more favorable the situation is, at least from a leader's perspective

Formalization

the degree of standardization, which usually varies with size

Participative Leadership

the degree that managers involve others in making/implementing decisions

Centralization

the diffusion of decision making

Level of Authority

the hierarchical level in an organization

Horizontal Complexity

the number of "boxes" at any particular organizational level in an organizational chart

Vertical Complexity

the number of hierarchical levels appearing on an organizational chart

Organizational Structure

the way an organization's activities are coordinated and controlled. It represents another level of the situation in which leaders and followers must operate -vary in complexity -vary in their degree of formalization

Path-Goal Theory

theory deals with expectancy, a cognitive approach to understanding motivation where people calculate: -Effort-to-performance probabilities. -Performance-to-outcome probabilities. -Assigned valences or values to outcome

Societal Culture

those learned behaviors characterizing the total way of life of members within any given society It is critical for leaders to have an understanding of societal culture and the associated beliefs, characteristics, and customs. Failure to do so can result in conflicts and misunderstandings Business leaders in the global context need to become aware and respectful of cultural differences and cultural perspectives

Empowerment

two key components: -Leaders delegate leadership and decision making down to the lowest level possible. -Leaders equip followers with the resources, skills, and knowledge necessary to make good decisions

Path-Goal Theory (assumptions)

uses the same basic assumptions as expectancy theory A leader's actions should strengthen followers' beliefs that if they exert a certain level of effort, they will be more likely to accomplish a task, and if they accomplish the task, they will be more likely to achieve some valued outcome

The Operant Approach

utilizes the following components to change the direction, intensity, or persistence of behavior: -Reward -Punishment -Contingent (rewards and punishments) -Noncontingent (rewards and punishments) -Extinction