MGMT 5113 Week 4

4 Conclusions of Men vs Women Traits

1) Men and women were seen as displaying more task and social (relationship) leadership, respectively 2) Women used a more democratic or participative style than men, and men used a more autocratic and directive style than women 3) Men and women were equally assertive 4) Women executives, when rated by their peers, managers, and direct reports, scored higher than their male counterparts on a variety of effectiveness criteria

Frequently used political behaviors

1. Building a network of useful contacts 2. Using "key players" to support initiatives 3. Making friends with power brokers 4. Bending the rules to fit the situation 5. Using self promotion 6. Creating a favorable image 7. Praising others 8. Attacking or blaming others 9. Using information as a political tool

How to Build Support for Your Ideas

1. Create a simple slogan that captures your idea 2. Get your idea on the agenda. 3. Score small wins early and broadcast them widely. 4. Form alliances with people who have the power to decide, fund, and implement. 5. Persist and continue to build support. 6. Respond and adjust. 7. Lock it in. Anchor the idea through budgets, job descriptions, incentives, and other operating procedures. 8. Secure and allocate credit. Don't have your idea hijacked, and don't toot your own horn.

two pitfalls to avoid with empowerment

1. Empowerment is not a zero sum game in which one's gain is another's loss. Sharing power, through empowerment, is a means of increasing your own power. 2. Empowerment is a matter of degree not an either or proposition. Step by Step empowerment.

3 Levels of Political action

1. Individual 2. Coalition 3. Network

Reasons for Leader Apologies and Desired Outcomes

1. Individual 2. Institutional 3. Intergroup 4. Moral

Six Principles of Persuasion

1. Liking - People tend to like those who like them. 2. Reciprocity - The belief that both good and bad deeds should be repaid. 3. Social Proof - People tend to follow the lead of those most like themselves. 4. Consistency - People tend to do what they are personally committed to do. 5. Authority - People tend to defer to and respect credible experts. 6. Scarcity - People want items, information, and opportunities that have limited availability.

What do we do to improve meetings?

1. Make and distribute an agenda 2. Set and communicate a goal for the meeting 3. Assign responsibilities 4. set a time limit 5. Match complaints with solutions 6. control the conversation 7. Be concise 8. Stick to a schedule

How to Make a Good First Impression

1. Set Goals - when you're preparing for an event, think of whom you'd like to meet and what you'd like to achieve from that introduction. Then plan your energy, introduction, and comments accordingly. 2. Consider your ornaments - Clothes, makeup, jewelry, etc. Match your personality and your intended message. 3. Remember your body speaks: Pay attention to nonverbal. 4. Bust bad moods and bad days - convey goodness 5. Be interested to be interesting - people tend to like people who like them. show interest and generate questions about the other person(s).

Uncertainty Triggers Political Actions

1. Unclear objectives 2. Vague performance measures 3. Ill defined decision processes 4. Strong individual or group competition 5. Any type of change

4 characteristics of an effective apology

1. acknowledgement of wrongdoing 2. acceptance of responsibility 3. expression of regret 4. promise that the offense will not be repeated.

3 common complaints about meetings

1. are unnecessary 2. don't accomplish much 3. are too long

2 additional ways to impress your boss

1. associate yourself with so called stars, those on the fast track who already have the attention of management. 2. Work on key projects that need help or refinement.

Underperformance breeds blame

1. blame of others 2. blame of self 3. deny blame

4 basic skills for leaders

1. cognitive abilities 2. interpersonal skills 3. business skills 4. strategic skills

How to create bad impressions

1. doing only the minimum 2. having a negative mind set 3. overcommitting 4. tasing no initiative 5. last minute delivery

Two conclusions about emotional intelligence and leadership

1. emotional intelligence is an input to transformational leadership. Helps managers effectively enact the behaviors associated with transformational leadership. 2. Emotional intelligence has a small, positive, and significant association with leadership effectiveness. Will help you lead more effectively, but it is not the secret elixir of leadership effectiveness.

Two common situations in which organizational politics are positive

1. when political action helps an organization adapt. 2. when bad actors and destructive leaders create organizational goals and objectives to suit their own interests.

Reasons for Leader Apologies and Desired Outcomes

Apologies are effective in that they restore trust.

Power, but for what purpose?

Asserting power is a necessary and sometimes even a subconscious activity. We should however review outcomes. 3 primary responses to power: Resistance Compliance Commitment

Reciprocity and Impression Management

Be and say positive. Form statements in a positive manner. Reciprocity will more likely be positive.

Network Level

Cooperative pursuit of general self-interests Loose associations of individuals seeking social support for their general self interests.

The most effective at building commitment

Core Influence Tactics: rational persuasion Consultation collaboration Inspirational

Deception Detection

Detecting when someone is being deceptive especially during interviews.

What role does emotional intelligence play in leadership effectiveness?

Emotional intelligence is the ability to manage yourself and your relationships in mature and constructive ways.

Base of Power and Outcomes in the Organizing Framework

Expert and referent power have a generally positive effect. Reward and legitimate power have a slightly positive effect. Coercive power has a slightly negative effect.

Ingratiation

Getting someone in a good mood prior to making a request. Brown nosing.

Reward Power

Individuals or organizations have reward power: they can obtain compliance by promising or granting rewards. i.e. pay for performance and positive reinforcement practices.

Match Tactics to Influence Outcomes

Influence tactics can be learned and improved to move: -resistive individuals to compliant individuals -compliant individuals to committed individuals

How to Empower Individuals, Teams, and Organizations

Inputs, Empowerment, Outcomes

Effective empowerment does NOT include giving decision making authority to just any employee in every situation.

Instead only share decision making empowerment with those who are competent.

What is the difference between leading and managing?

Leaders manage and managers lead, but the two activities are not synonymous. Managers typically perform functions associated with planning, investigating, organizing and control. Leaders focus on influencing others. Leaders inspire and support. Leaders create vision and strategic planning. Managers are charged with implementing the vision and plan.

Learn to Lead Step 3: Develop a Learning Goal Orientation

Learning goals promote learning because they focus on what we can learn from both success and failure. Encourages us to seek input, guidance, and coaching from effective leaders. Learn to improve.

Learning to Lead Step 1: How can I begin the learning process?

Let leadership, or management of your own life, is a prerequisite for being a good leader. Be self aware. Improve through feedback.

Position vs. Personal Power

Position Power consists of legitimate, reward and coercive power. Personal Power consists of expert and referent power.

Influence in Virtual Teams

Pressure Legitimating Rational persuasion consultation personal appeals

Unique influence tactic in virtual teams

Reducing Ambiguity a. sharing information b. create accountability c. provide examples

How do the Five bases of power relate to commitment and compliance?

Reward, coercive, and negative legitimate power tend to produce compliance (and sometimes resistance) Positive legitimate power, expert power, and referent power tend to foster commitment.

Learning to Lead Step 2: Claim a Leader Identity

See yourself as a leader to be a leader. 3 ways to do this. 1. take a direct approach, in which you refer to yourself as a leader of some group, project, or tasks or engage in typical leadership acts. 2. see yourself as a leader is to stake indirect claims of leadership, such as sitting at the head o the table for a meeting. 3. acting or behaving in ways that meet people's expectations about effective leadership. emphasize empowerment, fairness, compassion, and supportiveness.

Hard vs. Soft Tactics

Soft: rational persuasion, inspirational appeals, consultation, ingratiation, and personal appeals. they are friendlier tactics. Hard: exchange, coalition, pressure, and legitimating tactics. They exert overt pressure.

Coercive Power

The ability to make threats of punishment and deliver actual punishment produces coercive power.

Applying Power, Influence, and Politics to Increase Effectiveness

The organizing framework for understanding and applying OB.

Integrated Model of Leadership

The purpose of leaders is to meet the performance and satisfaction needs of individual group members. Leaders must affect followers valences instrumentalities, and expectancies.

Inspirational Persuasion

Trying to build enthusiasm by appealing to others' emotions, ideals, or values

Major causes of political behavior

Uncertainty Triggers Political Actions Performance, Change and Politics

Performance, change and politics

Unclear performance-reward linkages

Expert Power

Valued knowledge or information gives an individual expert power.

Psychopathy

a lack of concern for others, impulsive behavior, and a lack of remorse or guilt when your actions harm others.

Narcissism

a self centered perspective, feelings of superiority, and a drive for personal power and glory.

Self Focused

an image of yourself as a polite and nice person

Coalition Level Politics

an informal group bound together by the active pursuit of a single issue.

Impression Management

any attempt to control or manipulate the images related to a person, organization, or idea

Influence Tactics

are conscious efforts to affect and change behaviors in others. The nine most common ways people try to influence are: 1. Rational Persuasion 2. Inspirational persuasion 3. consultation 4. ingratiation 5. personal appeals 6. exchange 7. coalition tactics 8. pressure 9. legitimate tactics

Organizational Politics

are intentional acts of influence to enhance or protect the self-interest of individuals or groups that are not endorsed by or aligned with those of the organization.

Trait Approach

attempts to identify personality characteristics or interpersonal attributes that differentiate leaders from followers.

legitimating tactics

basing a request on one's authority or right, organizational rules or policies, or express or implied support from superiors

Networks are people oriented, while

coalitions are issue oriented.

Referent Power

comes into play when our personal characteristics and social relationships are the reason for others' compliance. In some cultures age, gender, or family name are sources of social status and referent power. Reputation is another aspect of referent power.

Empowerment

consists of efforts to enhance employee performance, well being and positive attitudes.

Ineffective leadership is a key driver of

disengagement

self interest

distinguishes politics from other forms of influence.

Learn to Lead Step 4: Experiment and Seek Feedback

experiment in different situations with different leader behaviors. Assess the impact of your experimental approach to leadership.

Positive Legitimate Power

focuses constructive on job performance.

Consultation

getting others to participate in planning, making decisions, and changes.

Coalition Tactics

getting others to support your effort to persuade someone

Empowerment Outputs

include citizenship behaviors, job satisfaction, turnover intentions, and creativity, as well as, reduces stress for individuals and teams.

Resistance

indifferent, passive aggressive or actively resist.

Individual Level

individual pursuit of general self-interests

Core Traits Leaders Possess

intelligence, dominance, self-confidence, level of energy and activity, task-relevant knowledge

Leadership

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

Power

is the discretion and the means to enforce your will over others. Power is all about influencing others. Lord Acton "Power tends to corrupt, and absolute power corrupts absolutely"

Favorable upward impression management tactics

job-focused, supervisor-focused, self-focused

A common element of empowerment is pushing decision making authority to lower levels.

level of least empowerment: domination & authoritarian power. Consultation: employees are asked for input but managers ultimately decide. Participation: when managers and employees jointly identify problems and solutions. Delegation: when managers turn over decision making authority to employees and remove themselves from the process.

Exchange

making explicit or implied promises and trading favors

Legitimate Power

managers who obtain compliance primarily because of their formal authority to make decisions have legitimate power.

Psychological Empowerment

occurs when we feel a sense of: Meaning: belief that our work values and goals align with those of our manager, team or employer. Competence: our personal evaluation of our ability to do our job. Self determination: sense that we have control over our work and its outcomes Impact at work: feeling that our efforts make a difference and affect the organization.

Supervisory focused

praise and favors for your supervisor

Personal appeals

referring to friendship and loyalty when making a request

5 basis of power

reward, coercive, legitimate, expert, referent

Common Impression Management Tactics used in interviews

self promotion image repair image protection image creation

Empowerment Inputs

structural empowerment is an input to psychological empowerment.

How do structural and psychological empowerment differ?

structured empowerment draws on job design and characteristics, whereas psychological empowerment is related to self efficacy and intrinsic motivation.

Job Focused

tactics that present information about your job performance in a favorable light.

5 key forms of leadership

task oriented leadership relationship oriented leadership passive leadership transformational leadership leader member exchange

Negative Power

tends to be threatening and demeaning to those being influenced, if not simply an exercise in building the power holder's ego.

Personal Power

that which you possess independent of your position or job.

Ethics and Impression Management

the gray area between casting in best possible light and lying.

Psychological empowerment at the team and org levels

the same four elements meaning, competence, self determination and impact foster psychological empowerment teams.

Position Power

the source of influence associated with a particular job or position within an organization.

Rational Persuasion

the use of logical arguments and hard facts to show the target that the request is a worthwhile one

When are politics bad?

they create stress and turnover intentions as well as reduce job satisfaction.

Commitment

those who believe in the cause and go above and beyond.

Compliance

those who comply do only what is expected, nothing more.

You must share the load by empowerment.

to assist in this empowerment has focused on two general forms. Structural Empowerment Psychological Empowerment

Cognitive abilities

to identify problems and their causes in rapidly changing situations. Leaders must sometimes devise effective solutions in short time spans with limited information.

Structural Empowerment

transfers authority and responsibilities from management to employees.

Machiavellianism

use of manipulation, a cynical view of human nature, and a moral code that puts results over principles.

Pressure tactics

using demands, threats, or intimidation to gain compliance

Interviewer's attempts to impress you

verbal nonverbal artifactual administrative

Position and Personal Power collide when

you are promoted and then must manage the people who just yesterday were your peers.