MAN4201 Exam 2

types of followership

- Fear & Survival - What can you do for me? - What can I do for you?

Stability

- a leader that can provide a solid foundation, someone they can always count on in times of need - followers need to know their leaders have core values that are stable and provide an environment where they know what is expected - security, strength, support, and peace

Fear & Survival Followership

- domination (followers will stab you in the back when they can as they are constantly beaten up) - rank - followers only follow due to rank and nothing else

four focal aspects

- entrepreneurship - customer orientation - process - professional skills

establishing quick trust

- find or establish common ground & inter dependence - create a gentle sense of urgency - focus attention on the task at hand

Being a guppy

- guppies group together for protection and foraging - both leaders and followers benefited from being together

hope

- hope for the future - direction, faith, and guidance - gives followers something to look forward to -motivator

benefits of OCBs

- sense of purpose - feeling in control - a renewed sense of vigor - clear up role ambiguity - increased job performance - engage early career workers

followers actually socially construct leadership or at least co construct it by

- upward influence - implicit beliefs regarding the necessity of leadership - perceived urgency

Impression Management Tactics

-self promotion: pointing out abilities or accomplishments in order to be seen as competent -ingratiation: doing favors or using flattery to be more likable -intimidation: signaling power or potential to punish in order to be seen as dangerous -supplication: advertising weaknesses or shortcomings in order to appear in need of assistance -exemplification: demonstrating self sacrifice of going above and beyond the call of duty in order to appear dedicated

ten strategies for navigating culture

1) First, it is critical to be able to identify and articulate the corporate culture along with norms, standards and expectations of one another. Learn and understand the organization's culture well. 2) Next, it's vital to work with leadership to incorporate mission, vision, and values within culture and ensure there is alignment with business strategy, company goals and objectives as well as company brand. 3) Pay attention to cues — read surroundings, dynamics, verbal and non-verbal messages, be socially, professionally and emotionally aware of all interactions.Educate yourself; learn about differences that exist across functions, all demographics, and locations on a global level. 4) On a personal level, know yourself well and identify your own values and priorities; establish your personal mission for your career with goals and objectives. 5) Create, build and enhance your "personal brand" and understand the overlays with company brand as well as the differentiators. 6) Establish, build and nurture long-lasting business relationships inside the organization as well as externally; identify and invest in necessary and key relationships inside and outside the company. 7) Always exercise positive self-talk; be positive and stay optimistic; don't allow yourself to be engaged in negative drama, set the example of exemplary leadership, be the role model of the culture in a positive and credible manner. 8) Find the right balance for yourself — use a mix of appropriate strategies and techniques that work for you and are aligned with your preferred ways of communicating, relating and interacting. 9) Take some risk — push out of your comfort zone at times trying new approaches that may require a different way of thinking or working; welcome change and allow yourself to make mistakes and embrace them as learning experiences. 10) Stay true to yourself — understanding your own values, needs and goals requires constant re-evaluation and follow up including continuous assessment of alignment with organizational culture and personal decision making.

Team

1. Can have multiple or rotating leaders 2. Team members share responsibility for the final outcome 3. Focus is achieving collective goals 4. Members contribute to collective work products 5. The team discusses a problem, decides on a solution, and works on the solution collectively 6. Team members are interdependent

Keirsey Two Dimensions

1. Communication - concrete: talk about reality - abstract: talk about ideas 2. Action - cooperative: do what is right - utilitarian: do what works

cultural adaptation checklist

During recruiting, ask questions about organization's culture Schedule conversations with new boss and HR to discuss work culture Identify people inside the organization who could serve as cultural interpreters (mentors) After 30 days, conduct an informal 360-degree check-in Boss Peers Other

Adhocracy Culture Pt 2

Dynamic, entrepreneurial, and creative working environment Risk taking is encouraged Organization values innovation Leaders are viewed as innovators and risk takers Emphasis is placed on the organization and its members ability to pivot Success = having new products or services available, being ahead of trends

scheins 3 levels

Edgar Henry Schein identified three distinct levels in organizational cultures Artifacts and Behaviors Espoused Values Basic Assumptions Typically referred to as Schein's three levels of organizational culture Nested = Assumptions>Values> Artifacts

Market Culture pt 2

External-Control Results-oriented with focus is on meeting customer demand Members are competitive and goal-focused The leaders are coaches, drivers, producers and competitors all at the same time Reputation protection and continuing success are critical Performance is measured by achieving measurable targets and goals Success = market share and market penetration

Gestalt Language protocol

Gestalt Language Protocol is simply a set of ideas about how tocommunicate with other individuals in a nonthreatening mannerso that people within the group feel like they can really share andlearn. Below are five basic rules of GLP: 1. Speak from your own experiences rather than giving advice oropinions 2. Use "I" statements instead of "You" statements 3. Speak in past tense 4. Avoid the "Should", "Would", "Could" 5. Do not speak in generalities, be specific

innovation strategy

Hiring a few talented individuals and hoping for the best, without changing anything about your organization or its culture, won't cut it. Companies need a strategic plan for professionalizing and institutionalizing innovation across their organizations. This is the only way to nurture the breakthrough innovations needed for the future health of the business.

Institutionalizing Innovation?

Innovation must be recognized as a permanent function of a successful company, just like other business functions such as accounting, operations, sales, and finance. It's hard to imagine a large company without a marketing department or division, yet less than 50 years ago marketing as a business function, profession, and department did not exist. The same is true of innovation today. If companies want to be able to consistently innovate, they need dedicated innovation professionals (effective followers) to carry out the functions of 1)discovery, 2) development, 3) incubation, 4) acceleration, and 5) scaling

clan culture pt 2

Internal - Flexible Friendly working environment Resembles a large family Leaders as mentors and servant leaders Marked by loyalty and tradition High level of member interaction Success = openness to the needs of the customer and care for the members of the organization.

Hierarchy culture pt 2

Internal-Control Organization is highly formalized, structured Procedures determine how the work is accomplished Maintaining a smooth-running organization is priority Formal rules and policy hold the organization together Success = by reliability and predictability

Intrpreneurship

Intrapreneurs are not building ventures from scratch, nor are they investing their own money into businesses. Instead, these people use an entrepreneurial mindset to develop innovative products and ideas that benefit the companies they're working for. Corbett noted that intrapreneurs are supposed to be rebels, effective followers, but more often than not they are victims or the organizational immune system and the entrenched organizational culture.

OCEAN

Openness Conscientiousness Extraversion Agreeableness Neuroticism

Groups and Teams

Qualities of both teams and groups At least 2 people Members need to interact Thrive with face-to-face interaction Focus on the achievement of an objective Need leadership to operate Are built on a foundation of sharing of information and resources

espoused values

The collective thought process and attitudes of members The organization's stated values and rules of behavior How the members represent the organization both to themselves and to others. Official philosophies Public statements of identity Vision Relatively stable

artifacts

The most visible feature of organizational culture, consist of thecharacteristics of the organization which can be easily viewed,heard, and perceived by organizational members. Dress code Office furniture Facilities Behavior Language Humor Recognizable by people not part of the culture

Business Compass

We can examine organizations with the aid of a compass, a model. This Compass is based on Robert E. Quinn's model. Robert Quinn's model uses two axes, just like a compass. On the vertical axis 'innovative' is set against 'controlling'. On the horizontal axis 'internal orientation' is set against 'external orientation'

High Performance work team

What distinguishes high-performance work teams from other teams or groups is that a team is more than a collection of people simply following orders. To function effectively, a high-performance team is marked by: A deep sense of purpose and commitment to the team's members and to the mission. Relatively more ambitious performance goals than average teams. Mutual accountability and a clear understanding of members' responsibilities to the team and individual obligations . A diverse range of expertise that complements other team members' abilities. Interdependence and trust between members. A team where members with unique expertise organically maintain internal trust, accountability, and sense of purpose, while in pursuit of ambitious goals and outcomes.

Categories for OCB

Altruism: when a person decides to help someone else without expecting anything in return. ex: helping a coworker with a task even if what they do has nothing to do with it Courtesy: when a worker is considerate or polite to those they work with. ex: watching noise levels or checking in with coworkers about issues Sportsmanship: when an employee decides to stay in good spirits even when something does not go their way or when something creates a considerable amount of annoyance or frustration. ex: a worker refraining from complaining about their project being rejected Conscientiousness: when employees go above and beyond. ex: coming to work early or working to ensure goals are exceeded. Civic Virtue: when a worker represents the company they are associated with in a positive light. could occur within or outside of a business. it encourages a sense of community and strong interpersonal ties between co workers. ex: speaking favorably about a company to those outside of it

Keirsey 4 Temperaments

Artisan: concrete + utilitarian (E-I) Guardian: concrete + cooperative (T-F) Idealist: abstract + cooperative (S-N) Rational: abstract + utilitarian (P-J)

innovation Integration

But this innovation division can't be siloed off from the rest of the business. Company incubators and innovation labs that are isolated from the rest of the organization tend to have limited success, because they are disconnected from a larger system. Game-changing innovations require a holistic approach across the organization.

innovation careers

Companies need to create innovation careers rather than just innovation jobs. Research supports the idea that people are a company's most cherished and important innovation asset. Yet efforts to instill an intrapreneurial culture tends to focus on an ingenious few, rather than thinking of innovation as a organizational-wide effort . Just like accountants and human resource managers, innovation professionals need clearly defined job roles, responsibilities, performance incentives, and career paths, as well as meaningful training and development opportunities.

culture and leadership

Culture is created by the behaviors leaders tolerate. Culture change starts at the top. Leaders needs to recognizes that they are "a voice" around the table, not "the voice." Culture is one of those intangibles that is very hard to define but needs to be designed and implemented -- and that should never by default.

High-performance work teams are generally composed of a combination of:

Deep sense of team purpose High levels of talent High levels of motivation High Performance leadership Open communication

basic assumptions

Deeply embedded, taken-for-granted attitudes and behaviors which members are usually unaware of, yet significantly influenced by. Hard to recognize, even from within Basic assumptions are subscribed to by members, yet they can't be measured or codified

Innovation Culture

Corbett stated that over the past two decades, he and his colleagues researched innovation through site visits and more than 600 interviews at Fortune 100companies including Corning, DuPont, GE, andPepsiCo. Their research showed that, in order to 2) develop, 3)incubate, and 5) scale game-changing innovation, organizations need a company-wide innovation management system that includes eight primary elements

Group

1. Has only one designated leader 2. Group members do not share responsibility for the final outcome 3. Focus is achieving individual goals 4. Members produce individual work products 5. The group discusses a problem, decides on a solution, and delegates tasks to individual group members 6. Group members are independent

Authentic Impression Management

1. Know Thyself 2. Be Thoughtful and Prudent 3. Master your Emotions 4. Observe Social Norms 5. Have Courage and Conviction 6. Be Positive

Innovation (intrapreneurship)

Corbett suggested that intrapreneurs take game-changing innovations all the way from idea to reality. Innovation has to be a company-wide endeavor. Companies need to institutionalize innovation rather than expect it to simply flow forth from intrapreneurs operating within existing structures.

Robert Kelley's follower types

1. The Sheep (low independence, passive) require external motivation and constant supervision 2. The Yes-People (low independence, active) these conformists are committed to their leader and the goal of the organization and will defend their leader when faced with opposition. (they do not question the decisions or actions of the leader) 3. The Pragmatics (average on both dimensions) not trail blazers, they will not stand behind controversial or unique ideas until the majority of the group has expressed their support and often prefers to stay in the background 4. The Alienated (high independence, passive) negative and often attempt to stall or bring the group down by constantly questioning the decisions and actions of the leader 5. The Star Followers (high independence, active) positive, active, and independent thinkers. will not blindly accept the decisions or actions of a leader until they have evaluated them completely but can be trusted to get the job done

Robert Kelley: two underlying behavioral dimensions

1. degree to which the individual is an independent, critical thinker 2. the degree to which the individual is active or passive

innovation Management Elements

1. leadership needs to develop an innovation culture willing to commit to innovation from within 2. access to system wide resources 3. development of processes that can incubate and cultivate innovation 4. creating a mandate and scope for breakthrough innovation 5. developing an inclusive organizational structure with interfaces between different parts of the company incorporates the 6. creating processes and tools (IMC) that enable the delivery of the innovation 7. developing metrics and rewards (HRM) that reinforce championing innovation 8. developing the human capital skills (change management) and talent that enable innovation

High Performance work team pt 2

A "high-performance work team" refers to a group of goal-focused individuals with specialized expertise and complementary skills who collaborate, innovate and produce consistently superior results. The group relentlessly pursues performance excellence through: Shared goals Shared leadership Collaboration Open communication Clear role expectations and group operating rules Early conflict resolution Strong sense of accountability and trust

Adhocracy Culture

A dynamic, entrepreneurial and creative working environment. People stick their neck out and take risks.The leaders are viewed as innovators and risk takers. The binding agent that keeps the organization together is a commitment to experimentation and innovations. The emphasis is on trendsetting. For the long-term the organization's emphasis is on growth and tapping new sources. Success means having new products or services available; being a pioneer in this is considered important. The organization encourages individual initiative and freedom.

Hierarchy culture

A highly formalized, structured working environment.Procedures determine what the people do. The leaders are proud of the fact that they are good, efficiency-oriented coordinators and organizers. Maintaining a smoothly running organization is the most crucial thing. Formal rules and policy documents hold the organization together. Concern for the long term focuses on stability and results, accompanied by an efficient and smooth execution of tasks. Success is defined in the context of reliable delivery, smooth planning and low costs. Personnel management must ensure certainty about the job and predictability.

Market Culture

A result-oriented organization in which the greatest care focuses on completing the work. The people are competitive and goal-focused. The leaders are drivers, producers and competitors at the same time. They are tough and demanding. The binding agent that keeps the organization together is the emphasis on winning. Reputation and success are important areas of focus.For the long-term people focus on competitive activities and achieving measurable targets and goals. Success is defined in the context of market share and market penetration. Competitive pricing and market leadership are important. The organizational style is one of unflinching competition

clan culture

A very friendly working environment where people have a lot in common and which strongly resembles a large family. The leaders, or the heads of the organizations, are viewed as mentors and maybe even as father figures. The organization is held together by loyalty and tradition. There is a high level of engagement. Within the organization the emphasis is on the long-term benefits of human resource development, and great value is attached to personal relationships and morale. Success is defined in the context of openness to the needs of the customer and care for the people. The organization attaches great value to teamwork, participation and consensus

Impression Management

a conscious or subconscious process in which people attempt to influence the perceptions of other people about a person, object or event - regulating and controlling information in social interaction

Social Constructionist View

a theory or knowledge in sociology and communication theory that examines the development of jointly constructed understandings of the world that form the basis for shared assumptions about reality is leadership created by being followed? is followership created by choosing to be led? primacy is on followership

behaviorists now recognize that

active followers influence leaders at every level of the hierarchy and that leadership itself is a process not a person

Rationals

are the problem-solving temperament, particularly if the problem has to do with the many complex systems that make up the world around us.Rationals might tackle problems in organic systems such as plants and animals, or in mechanical systems such as railroads and computers, or in social systems such as families and companies and governments.But whatever systems fire their curiosity, Rationals will analyze them to understand how they work, so they can figure out how to make them work better. Fieldmarshals (ENTJ) will usually rise to positions of responsibility and enjoy being executives Masterminds (INTJ) are head and shoulders above all the rest in contingency planning. Inventors (ENTP) begin building gadgets and mechanisms as young children, and never really stop, though as adults they will turn their inventiveness to many kinds of organizations, social as well as mechanical. Architects (INTP) are the master designers of all kinds of theoretical systems, including school curricula, corporate strategies, and new technologies

two broad strategies

strong culture Members identify with their membership in theorganization. Members are Citizens Owners Weak Culture Members accept their responsibilities more out of a contractual obligation and see it as an arrangement. Members are Denizens Occupiers

Idealists

as a temperament, are concerned with personal growth and development. Idealists strive to discover who they are and how they can become their best possible self -- always this quest for self-knowledge and self-improvement drives their imagination. And they want to help others make the journey. Idealists are naturally drawn to working with people, and whether in education or counseling, in social services or personnel work, in journalism or the ministry, they are gifted at helping others find their way in life, often inspiring them to grow as individuals and to fulfill their potentials. Teachers (ENFJ) have a natural talent for leading students or trainees toward learning, or as Idealists like to think of it, they are capable of calling forth each learner's potentials. Counselors (INFJ) have an exceptionally strong desire to contribute to the welfare of others, and find great personal fulfillment interacting with people, nurturing their personal development, guiding them to realize their human potential. Champions (ENFP) are rather rare, say three or four percent of the population, but even more than the others they consider intense emotional experiences as being vital to a full life. Healers (INFP) present a calm and serene face to the world,and can seem shy, even distant around others.

how do we realize vision

by making it our mission

jim morans three cs

consideration cooperation communication

Organizational Citizenship Behavior (OCB)

deals with the actions and behaviors that are not required by the job itself. They are behaviors not formally rewarded but that do benefit the team and encourage even greater organizational functioning and efficiency a worker "going above and beyond"

Robert Kelley: effective followers are individuals who are:

enthusiastic, intelligent, ambitious, and self reliant * leaders contribute no more than 20% to the success of most of organizations --> followers contribute remaining 80%

What can you do for me?

expertise- followers pursue the knowledge you have and will leave you when you have nothing left to teach power- followers will leave the leader when the leader can no longer help them

Compassion

followers want their leaders to show genuine compassion for them, at least in the same way a friend or family member would empathy

Tuckerman's Stages of Team Development

forming storming norming performing adjourning

Keirsey

helps you better understand yourself and others. It provides you with a unique perspective that brings clarity on who you are, what you do, who you love, and what difference you make

Weber & Moore

leaders are created by their first vital follower

What can I do for you?

mission- you are driven to help fulfill a high purposed goal. ending apartheid, elimination polio - role model- think ghandi or mother Theresa you follow them because of their role and what they model you believe what they stand for

culture is to

organizations what personality is to people Just like every person has certain and unique personality traits, organizations have certain values, policies, rules and guidelines which help them create an image of their own

what is a mission

reason for existence it defines us and all that are with us it captures what is important to us

Guardians

the cornerstone of society, for they are temperament given to serving and preserving our most important social intuitions. natural talent in managing goods and services from supervision to maintenance and supply, and they use all their skills to keep things running smoothly in their families, communities, schools, churches, hospitals and businesses -Supervisors(ESTJ): highly social, community minded, rising to positions of responsibility in their school, church, industry etc -Inspectors(ISTP): extraordinarily persevering and dutiful, keeps an eye on people and products that they are responsible for -Providers(ESFJ): take it upon themselves to insure the health and welfare of those in their care, most sociable, great nurturers -Protectors(ISFJ): 10% of population, primary interest is in the safety and security of those they care about

trust

the fundamental, must have of leadership. without trust there is no foundation to build on. trust is often a challenge and either there or not "do or die"

Artisans

the temperament with a natural ability to excel in any of the arts, not only the fine arts such as painting and sculpting or the performing arts such as music, theater, and dance but also athletic, military, political, mechanical. "art of the deal" in business - Promoters (ESTP): live with a theatrical flourish which makes even the most routine events seem exciting - Crafters (ISTP): are most clearly seen in their masterful operation of tools, equipment, machines, and instruments of all kinds - Performers (ESFP): have the special ability, even among the artisans, to delight those around them with their warmth, their good humor, and with their often extraordinary skills in music, comedy, and drama - Composers (ISFP): are in tune with their senses, and so have a sure grasp of what belongs, and what does not belong, in all kinds of works of art

followers four basic needs

trust, compassion, stability, hope

quinn and camerons culture types

two dimensions - stability/flexibility - internal focus/external focus 4 types - market - adhocracy - clan - hierarchy