quiz 3

what percent of success does IQ account for?

- 20% - the other 80% is made up of EQ, luck, social class

Iowa leadership studies

- 3 hobby clubs formed for 10 year old boys - authoritarian leadership, democratic leader, laissez-faire - hard to generalize to modern organizational leadership

motivation

- a passion to work for reasons that go beyond money or status - a propensity to pursue goals with energy and persistence - hallmarks: strong drive to achieve, optimism even in the face of failure, organizational commitment - people who seek out creative challenges, love to learn, take great pride in a job well done, unflagging energy to do things, better, are relentless with the status quo, persistent with their questions about why things are done 1 way or another, eager to explore new approaches to their work

self-awareness

- ability to recognize and understand your moods, emotions, and drives as well as their effects on others - can admit their weaknesses/failures but don't go overboard with it - hallmarks: self-confidence, realistic assessment, self-deprecating sense of humor

leadership

- aligning people toward common goals and empowering them to take the actions needed to reach them - commuication

directive leadership (path goal theory)

- associates know exactly what is expected of them and the leader gives specific directions - no participation by subordinates

path goal leadership theory

- attempts to explain the impact that leader behavior has on associate motivation, satisfaction, and performance - contingency approach theory - 4 major types of leadership (various styles can and will be used by the same leader in different situations)

what kind of leaders are the most effective in very favorable / very unfavorable conditions according to fiedler's contingency model of leadership effectiveness?

- authoritarian leaders - very unfavorable: they take charge in difficult situations - very favorable: group is ready to be directed

transformational leadership theory:

- based more on the leaders' shifting value, beliefs, and needs of their followers - leadership approach that causes change in individuals and social systems - end goal of developing followers into leaders=

Where is EQ found in the brain

- born largely in the neurotransmitters of the brains limbic system which governs feelings, impulses, and drives - learns best thru motivation, extended practice, feedback - neocortex governs analytical and technical ability (not EQ)

charismatic leadership theory

- characterized by self-confidence and confidence in their associates, high expectations for associates, ideological vision, and use of personal example - bc of the effects that charismatic leaders have on followers, the theory predicts that charismatic leaders will produce in followers performance beyond expectations as well as strong commitment to the leader and his mission - can be bad: Hitler

how does transformational leadership enhance the motivation, morale, and performance of followers:

- connects the followers sense of identity and self to the emission and the collective identity of the organization - being a role model for followers that inspires them - challenging followers to take greater ownership of their work - understanding the strengths and weaknesses of followers to the leader can align the followers with tasks that optimize their performance

what kind of leaders are the most effective in moderately favorable / moderately unfavorable conditions according to fiedler's contingency model of leadership effectiveness?

- democratic leader

Goleman's studies on evaluating EQ

- developed competency models to aid them in identifying, training, and promoting likely stars in leadership - grouped 3 categories: purely technical skills, cognitive abilities, and demonstrating EQ - interviewed star performers to create lists (7-15 items long) of ingredients for highly effective leaders

democratic leader (Iowa studies)

- encouraged group discussion and decision making, tried to be objective in giving praise/criticism - fell between the 1 extremely aggressive group and the 4 apathetic groups under the autocratic leaders -19/20 boys liked democractic leadership best - most effective

why are the Ohio state leadership studies important?

- first study to point out and emphasize the importance of both task and human dimensions in assessing leadership

why were the Iowa studies importnant

- first to analyze leadership from the standpoint of scientific methodology - more importantly they showed that different styles of leadership can produce, different, complex reasctions from the same or similar groups

laissez-faire (Iowa studies)

- gave complete freedom to the group... the leader essentially provided no leadership - provided the greatest number of aggressive acts from the group

what were the results of the path goal theory?

- leader directiveness good for unclear tasks and bad for clear tasks - supportive leadership had positive effect on satisfaction for associates who work on stressful, frustrating, or disatissfying tasks - in non repetitive ego-involving tasks, employees were more satisfied under participative leaders than under non participative leaders - for unclear, nonreptitive tasks ppl wanted acheivement-oriented leaders

the 3 dimensions on which situational favorableness is described by

- leader-member relationship: the most critical variable in determining the situation's favorableness - degree of task-structure: 2nd most important - leader's position power: 3rd most important (obtained thru formal authority)

leader-member exchange (LMX) theory

- leaders treat individual followers differently - leaders and their associates develop a dyadic (2-person) relationship that effect the behavior of both of them - associates who are committed / expend a lot of effort for the unit are rewarded with more of the leader's positional resources (confidence, concern, info)

group approach

- leadership is viewed more in terms of the leader's behavior and how such behavior affects and is affected by the group of followers - one of the only times the followers are considered when examining what constitutes leadership

Multifactor Leadership Questionnaire (MLQ)

- measures each of the components of the full range of leadership - get personal score then give it to the people that work for you

in-group / out-group (LMX theory)

- over time the leader will develop an "in-group" and an "out-group" of associates and treat them accordingly - research shows the in-group associates report fewer difficulties in dealing with the leader and perceive the leader to be more responsive to their needs than out group associates do - leaders spend more time "leading" members of the in group and tend to "supervise" those in the out group - members of the in group assume greater job responsibility, contribute more to their units, and are rated as higher performers than those reporting a low-quality relationship - leader has to figure out a way to balance the relationship with the in-group so they don't take the leader over

Ohio State Leadership Studies

- passed out leadership behavior questionnaire (LBDQ) to many different people (mostly people involved in WW2) - recognized that too often leadership = good leadership - determined 2 factors of leadership are consideration and initiating structure (separate and distinct from each other) - studies show only how leaders carry out their leadership function

how is social skill the culmination of the other dimensions of EQ?

- people tend to be very effective at managing relationships when they can control their own emotions and empathize with the feelings of others - motivated people are optimistic which leads to having a "glow" cast upon conversations which makes it easier to be well liked -

what are the 2 situational factors involved in the path-goal theory

- personal characteristics of associates: leader behavior will be acceptable to subordinates to the extent that subordinates see such behavior as either an immediate source of satisfaction or as instrumental to future satisfaction - environmental pressures and demands facing associates: leader behavior will be motivational to the extent that (1) it makes satisfaction of subordinate needs contingent on performance and (2) it complements the environment of subordinates by providing the coaching, guidance, and rewards which are necessary for effective performance and may otherwise be lacking in subordinates and in their environment

early Michigan leadership studies

- picked 12 high-low productivity pairs of groups at Prudential Insurance Company and conducted non-directive interviews - supervisors of high producing sections were significantly more likely to be general rather than close in their supervisory styles and be employee centered (have a genuine concern for their people) - supervisors of low producing sections has essentially the opposite characteristics and techniques: they were found to be close, production-centered supervisors - employee satisfaction was NOT directly related to productivity, the type of supervision was key to the performance

statelike positive organizational behavior (POB)

- positive organizational constructs have potential for understanding and developing leadership - optimism, hope, resiliency, emotional intelligence, self-efficacy are related to effective leaders

social skill

- proficiency in managing relationships and building networks - an ability to find common ground and build rapport - hallmarks: effectiveness in leading change, persuasiveness, expertise in building and leading teams - moving people in the direction you desire

zeitgeist

- situational approach where the leader is viewed as a product of the times and the situation - says the person with the particular qualities or traits that a situation requires will emerge as the leader - goes along with Fielder's classic contingency theory (suggests that leadership styles must fit or match the situation in order to be effective)

when is a situation favorable according to fiedler's contingency model of leadership effectiveness

- situations are favorable if all 3 dimensions are high - if the leader is generally accepted and respected by followers (high first dimension), if the task is very structures and everything is "spelled out" (high 2nd dimension), and if a great deal of authority and power are formally attributed to the leader's position (high 3rd dimension) the situation is favorable

nature vs nurture in leadership

- studies found 1/3 comes from genetics but the majority comes from development (affected by both nature and nurture)

followers impact on leaders

- studies seem to indicate that followers effect leaders ad their behaviors as much as leaders and their behaviors effect followers - managers shouldn't ignore followership because its an important and necessary skill to have in the workplace - followers must be okay will following the leader

self-regulation

- the ability to control or redirect disruptive impulses and moods - the propensity to suspend judgement - hallmarks: trustworthiness and integrity, comfort with ambiguity, openness to change - allows subordinates to be comfortable telling boss things which makes subordinates more likely to be satisfied with job and stay for a long time

empathy

- the ability to understand the emotional makeup of other people - skill in treating people according to their emotional reactions - hallmarks: expertise in building and remaining talent, cross-cultural sensitivity, service to clients and customers

great person approach

- the belief that leaders were born that way, not made that way - implied that some individuals are born with certain traits that allow them to emerge out of any situation or period of history to become leaders

why is empathy increasingly important today

- the increasing use of teams - the rapid pace of globalization - the growing need to retain talent

supportive leadership (path goal theory)

- the leader is friendly and approachable and shows a genuine concern for associates

group theories of leadership

- the leader provides more benefits/rewards than burden/costs for followers - there must be a positive exchange between the leaders and followers in order for group goals to be accomplished

globalization

- the process by which businesses or other organizations develop international influence or start operating on an international scale. - changed the traditional view of an organizational leader as "the heroic individual, often charismatic, whose positional power, intellectual strength, and persuasive gifts motivate followers"

authentic leadership

- to know oneself - "tell me about yourself"

authoritarian leadership (Iowa studies)

- very directive, allowed no participation, gave individual attention when praising/criticizing - researchers found that boys reacted either very aggressively or apathetically - deemed to be reactions to the frustrations caused - apathetic groups exhibited outbursts of aggression when the autocratic leader left the room or when a transition was made to a freer-leadership atmosphere

why was fiedler's contingency theory important?

- was the first highly visible leadership theory to present hte contingency approach which gave widespread attention to the important role that the situation or context plays in leadership - emphasized the importance of the interaction between the situyation and the leader's characteristics in determining leader effectivenes - stimulated a great deal of research, including tests of its predictions and attempts to improve the model which inspired the formulkation of alternative contingency theories

who has a higher EQ: 45 year old me or 50 year old me?

50 year old...EQ increases with age

balance processing

Ability to analyze information objectively and explore other people's opinions before making a decision

what is one of the biggest problems of the the trait approach?

all managers think they know what the qualities of a successful leader are

Transactional Leadership

based on an exchange between leaders and followers

Big 5 correlation to leadership

big 5 emerged and resurfaced and the trait approach to leadership which had failed in the past...possible future?

inspiration

communicates high expectations, uses symbols to focus efforts, expresses important purposes in simple ways

trait theory of leadership

concerned mainly with identifying the personality traits of the leader

contingency model of leadership effectiveness

contained the relationship between leadership style and the favorableness of the situation

what are the technical, conceptual, and human skills needed for effective management?

creativity, organization, persuasiveness, diplomacy, thoughtfulness, knowledge of task, ability to speak well

competencies that are related to leader effectiveness

drive, leadership motivation, integrity, self-confidence, intelligence, knowledge of business, emotional intelligence

individual consideration

gives personal attention, treats each employee individually, coaches, advises

what are the 4 things transformational leaders are characterized by?

idealized influence, inspiration, intellectual stimulation, individual consideration

what is the only commonality of leadership

influence plays a role

what is the only shared trait found among leaders?

intelligence - leaders are not the most intelligent in the group

self-awareness

know your strengths, weaknesses, values...know yourself

participative leadership (path goal theory)

leader asks for and uses suggestions from associated but still makes the decisions

Internalized moral perspective

live by a moral code

intellectual stimulation

promotes intelligence, rationality, and careful problem solving

idealized influence (charisma)

provides vision and sense of mission, instills pride, gains respect and trust

what are the 5 areas of EQ

self awareness, self-regulation, motivation, empathy, social skill

what are the 4 components of authentic leadership?

self-awareness, relational transparency, balance processing, internalized moral perspective

initiating structure (ohio state leadership studies)

task or goal orientation

what are the 3 skills needed in a workplace

technical skills, cognitive skills, EQ

why were the early Michigan leadership studies important?

the general, employee-centered supervisor, became the standard bearer for the traditional human relations approach to leadership

achievement-orientated

the leader sets challenging goals for associates and shoes confidence that they will attain these goals and preform well

consideration (ohio state leadership studies)

the recognition of individual needs and relationships

trait approach to leadership

the search for universal traits possessed by leaders

transformational vs charismatic leaders

transformational leaders seek to empower and elevate followers (develop followers into leaders) while charismatic leaders may try to keep followers weak and dependent on them (instill personal loyalty to the leader rather than developing them to attain ideals)

what is full range leadership?

when you score high in all components of transformational leadership

can EQ be learned?

yes

Relational Transparency

you openly share your thoughts/beliefs but don't overly display your emotions