MGT411 exam 1
What Leadership Involves
*Influence*-Influence means that the relationship among people is not passive; however, also inherent in this definition is the concept that influence is multidirectional and noncoercive. (In most organizations, superiors influence subordinates, but subordinates also influence superiors) *Changes*-leadership involves creating change, not maintaining the status quo. The people involved in the relationship want substantive changes *Shared Purpose*- In addition, the changes sought are not dictated by leaders but reflect purposes that leaders and followers share. Moreover, change is toward an outcome that both the leader and the followers want, a desired future or shared purpose that motivates them toward this more preferable outcome *Intention*- Good leaders know how to follow, and they set an example for others. The issue of intention or will means that people—leader and followers—are actively involved in the pursuit of change. (Each person takes personal responsibility to achieve the desired future.) *Personal Responsibility and Integrity*- *Followers*- Leadership occurs among people; it is not something done to people. Since leadership involves people, there must be followers
Importance of Self-Awareness
-Effective leaders know who they are and what they stand for *Allows people to know what to expect from them -People require self reflection to avoid blind spots that limit effectiveness and career success
ARE YOU A GIVER, A TAKER, OR A MATCHER?
-Givers focus on what others need and give selflessly -Takers put their own interests first -Matchers strive for a balance of giving and taking
Values- Differences and Influence
-Individuals differ how they prioritize values -Identify and understand value differences to improve communication and effectiveness -Values are established by early adulthood but can change -For leaders, values can influence how they: *relate to others *perceive opportunities, situations, and problems *Make decisions
Guidelines for working with different personality types
-Understand your own personality and how you react to others -Treat everyone with respect -Acknowledge each persons strengths -Strive for understanding -Remember that everyone wants to fit in
Five Fatal Flaws that Cause Derailment
1. Performance Problems- failing to meet business objectives because of too much time promoting themselves and paying politics, a failure to fulfill promises, or a lack of attention to priorities 2. Problems with Relationships- being intensive, manipulative, critical and not trustworthy in relationships with peers, direct reports, customers and others 3. Difficulty changing- not learning from feedback and mistakes to change old behaviors; defensive, unable to handle pressure, unable to change management style to meet new demands 4. Difficulty Building and leading a team- Poor management of direct reports; inability to get work done through others, not identifying and hiring the right people 5. Too Narrow Management Experience- inability to work effectively or collaborate outside their current function; failing to see big picture when moved into general management position over several functions
Stages of Development of Individualized Leadership
1. Vertical Dyad Linkage- leaders behaviors and traits have different effects across followers, creating in-groups and out-groups 2. Leader Member Exchange- leadership is individualized for each subordinate. Each dyad involves a unique exchange independent of other dyads 3. Partnership Building- Leaders can reach out to create a positive exchange with every subordinate. Doing so increases performance.
Behavioral Approaches (Autocratic vs Democratic)
A democratic leader delegates authority to others, encourages participation, relies on subordinates' knowledge for completion of tasks, and depends on subordinate respect for influence -effective if subordinates possess decision making skills An autocratic leader is one who tends to centralize authority and derive power from position, control of rewards, and coercion -effective when the skill difference between the leader and the subordinates is high
Know your Strengths
A leader does not need ALL the skills to handle every problem. -Interdependence is the key to success. Leaders should: *hone their skills *collaborate with others
Fielder's Contingency Model
A model designed to diagnose whether a leader is task-oriented or relationship-oriented and match leader style to the situation
Attitude
An evaluation (either positive or negative) about people, events, or things
Self-awareness
Being conscious of the internal aspects of one's nature, such as personality traits, beliefs, emotions, attitudes, and perceptions, and appreciating how your patterns affect other people.
Diagnostic Questions (How does a leader decide which of the five decision styles to use?)
Decision significance: How significant is this decision for the project or organization? Importance of commitment: How important is subordinate commitment to carrying out the decision? Leader expertise: What is the level of the leader's expertise in relation to the problem? Likelihood of commitment: If the leader were to make the decision alone, would subordinates have high or low commitment to the decision? Group support for goals: What is the degree of subordinate support for the team's or organization's objectives at stake in this decision? Goal expertise: What is the level of group members' knowledge and expertise in relation to the problem? Team competence: How skilled and committed are group members to working together as a team to solve problems?
Locus of Control
Defines whether a person places the primary responsibility for what happens to him or her within himself/herself or on outside forces High internal locus of control (internals)- Belief that actions determine what happens to them High external locus of control (externals)- Belief that outside forces determine what happens to them
Aggreableness
Degree to which a person is able to get along with others by being good-natured, cooperative, forgiving, compassionate, understanding, and trusting -warm and approachable -more agreeable people are likely to get and keep jobs -overly agreeable people tend to be promoted less and earn less money
Contientiousness
Degree to which a person is responsible, dependable, persistent, and achievement oriented -Focus on a few goals -More important than extroversion for effective leadership
Emotional Stability
Degree to which a person is well adjusted, calm, and secure -Emotionally stable leader can: *handle stress and criticism well and does not take mistakes or failures personally *Develop positive relationships Improve relationships -Leaders with a low degree of emotional stability can be tense, anxious, or depressed
Ohio State Studies
Developed and administered the Leader Behavior Description Questionnaire (LBDQ) to employees - Resulted in two categories of leadership: • Consideration • Initiating structure *The idea that leadership is reflected in behavior and not just personal traits
Leadership Era 4
Enter the digital, mobile, social-media age. It seems that everything is changing, and changing fast. Era 4 represents agile leadership, which means giving up control in the traditional sense to ensure organizational flexibility and responsiveness to a changing world. Leaders influence others through relationships and networks and through shared vision and values rather than through hierarchical power and control. Agile leaders are constantly experimenting, learning, and changing, in both their personal and professional lives, and they encourage the development and growth of other people and the organization. Era 4 requires the full scope of leadership that goes far beyond rational management or even team leadership "Agile Leadership" -Relational theories / Level 5 leadership -Organization: High performance culture / shared vision / facilitate change and adaptation
Entrepreneurial Traits and Behaviors
Entrepreneurship: initiating a business venture, organizing the necessary resources, and assuming the associated risks and rewards 4 Important characteristics: -Vision and dissatisfaction with the present -Ability to get people on board -Flexibility, openness to feedback, and ability to learn and adapt -Persistence and execution
Values
Fundamental beliefs that an individual considers to be important, that are relatively stable over time, and that have an impact on attitudes and behavior
situational theory
Hersey and Blanchard's extension of the Leadership Grid focusing on the characteristics of followers as the important element of the situation, and consequently, of determining effective leader behavior
Instrumental Values and End Values
Instrumental values- Beliefs about the types of behavior that are appropriate for reaching goals End values- Sometimes called terminal values, these are beliefs about the kind of goals or outcomes that are worth trying to pursue
Situation (Fielders model)
Leader-member relations: refers to group atmosphere and members' attitudes toward and acceptance of the leader. Task structure: refers to the extent to which tasks performed by the group are defined, involve specific procedures, and have clear, explicit goals. Position power: is the extent to which the leader has formal authority over subordinates.
Patterns of Thinking
Left hemisphere- Logical, analytical thinking and linear approach to problem solving Right hemisphere- Creative, intuitive, values-based thought processes
Comparing Management and Leadership: Allignment
Management: -organize and staff -direct and control -create structure and order vs. Leadership: -create shared culture and values -provide learning opportunities -encourage networks and flexibility
Comparing Management and Leadership: Direction
Management: -plan and budget -minimize risk for sure results -focus on bottom line vs. Leadership: -create vision and strategy -maximize opportunity -keep an eye on the horizon
Comparing Management and Leadership: Personal Qualities
Management: -emotional distance -expert mind -talking -conformity -insight into organization vs. Leadership: -emotional connections (heart) -open mind (mindfulness) -listening (communication) -insight into self (character)
Comparing Management and Leadership: Relationships
Management: -invest in goods -use position power -focus people on specific goals vs. Leadership: -invest in people -use personal influence -inspire with purpose and trust
Comparing Management and Leadership: Outcomes
Management: -maintain stability; create culture of efficiency vs. Leadership: -create change and a culture of agility and integrity
The New Reality for Leaders: From Old Paradigm Leader to New Paradigm Leader
Old Paradigm --> New Paradigm - Stabilizer --> Change Maker - Controller --> Facilitator - Competitor --> Collaborator - Diversity Avoider --> Diversity Promoter - Hero --> Humble
Characteristics of Leaders (5)
Optimism- a tendency to see the positive side of things and expect that things will turn out well Self-confidence- assurance in one's own judgments, decision making, ideas, and capabilities Honesty- truthfulness and non-deception Integrity- the quality of being whole and integrated and acting in accordance with solid ethical principles Drive- high motivation that creates a high effort level by a leader
Perceptual Distortions
Perceptual defense- errors in judgement that arise fro inaccuracies in the perceptual process Stereotyping- Tendency to assign an individual to a broad category and then attribute generalizations about the group to the individual Halo effect- Overall impression of a person or situation based on one characteristic, either favorable or unfavorable
Situational Contingencies (path-goal theory)
Personal Characteristics of Group Members: -ability and tasks -needs and motivations Work Environment: -degree of task structure -nature of the formal authority system -work group itself
Some Leader Characteristics
Personal characteristics- energy, passion, humility, physical stamina Intelligence & ability- intelligence and cognitive ability, knowledge, judgement and decisiveness Personality- optimism, cheerfulness, self-confidence, honesty, integrity, charisma, desire to lead, independence Social characteristics: sociable, interpersonal skills, cooperativeness, ability to enlist cooperation, tact, diplomacy Work related characteristics- drive, desire to excel, dependability, fair mindedness, perseverance, tenacity Social background: education, mobility
Learning to Be a Leader (cycle)
Practice acts of leadership in your everyday life --> Emulate successful leaders --> Find a mentor to provide feedback --> complete a leadership course to improve skills --> work to develop personal traits of empathy and patience --> *"Mastering the Art and Science of Leadership"* -leadership can be learned; but remember its part art part science
Hersey and Blanchard's situational theory- Follower Readiness
R1 Low readiness- use the telling leader style R2 Moderate Readiness- use the selling leader style R3 High readiness- use the participating leader style R4 Very high readiness- use the delegating leader style
Fielder's Contingency Model- Leadership Styles
Relationship-oriented leadership: -concerned with people -establishes mutual trust and respect -listens to employees needs Task-oriented leadership: -motivated by task accomplishment -provides clear direction and performance standards *Leadership style was measured with a questionnaire known as the least preferred coworker (LPC) scale. The LPC scale has a set of 16 bipolar adjectives along an eight-point scale
Contingency Theories (Historical overview of leadership approach)
Researchers next began to consider the contextual and situational variables that influence what leadership behaviors will be effective. The idea behind contingency theories is that leaders can analyze their situations and tailor their behavior to improve leadership effectiveness. Major situational variables are the characteristics of followers, characteristics of the work environment and follower tasks, and the external environment. Contingency theories, sometimes called situational theories, emphasize that leadership cannot be understood in a vacuum separate from various elements of the group or organizational situation
Relational Theories (Historical overview of leadership approach)
Since the late 1970s, many ideas of leadership have focused on the relational aspect, that is, how leaders and followers interact and influence one another. Rather than being seen as something a leader does to a follower, leadership is viewed as a relational process that meaningfully engages all participants and enables each person to contribute to achieving the vision. -Interpersonal relationships are seen as the most important facet of leadership effectiveness.
Trait Theories (Historical overview of leadership approach)
Studies of these larger-than-life leaders spurred research into the various traits that defined a leader. Beginning in the 1920s, researchers looked to see if leaders had particular traits or characteristics, such as intelligence or energy, that distinguished them from nonleaders and contributed to success. It was thought that if traits could be identified, leaders could be predicted, or perhaps even trained
Substitutes for Leadership
Substitute- situational variable that makes leadership style unnecessary or redundant Neutralizer- Situational characteristic that counteracts the leadership style and prevents the leader from displaying certain behaviors
Leader Behavior (path-goal theory)
Supportive leadership: -shows concern for subordinates' well-being and personal needs -Leadership behavior is open, friendly, and approachable, and the leader creates a team climate and treats subordinates as equals. Directive leadership: -tells subordinates exactly what they are supposed to do -Leader behavior includes planning, making schedules, setting performance goals and behavior standards, and stressing adherence to rules and regulations Participative leadership: -consults with subordinates about decisions -Leader behavior includes asking for opinions and suggestions, encouraging participation in decision making, and meeting with subordinates in their workplaces Achievement-oriented leadership: -sets clear and challenging goals for subordinates -Leader behavior stresses high-quality performance and improvement over current performance.
Hersey and Blanchard's situational theory - Leader Style
Telling style- directive approach that reflects a high concern and a low concern for people and relationships Selling style- based on a high concern for both relationships and tasks Participation style- characterized by high relationship and low task behavior Delegating style- reflects a low concern for both tasks and relationships
Perception
The process people use to make sense out of the environment by selecting, organizing, and interpreting information
Personality
The set of unseen characteristics and processes that underlie a relatively stable pattern of behavior in response to ideas, objects, and people in the environment
Fundamental Attribution Error
The tendency to underestimate the influence of external factors on another's behavior and overestimate the influence of internal factors
Theory X and Theory Y
Theory X- Assumption that people are basically lazy and not motivated to work and that they have a natural tendency to avoid responsibility Theory Y-Assumption that people do not inherently dislike work and will commit themselves willingly to work that they care about
Influence Theories (Historical overview of leadership approach)
These theories examine influence processes between leaders and followers. One primary topic of study is charismatic leadership, which refers to leadership influence based not on position or formal authority but, rather, on the qualities and charismatic personality of the leader
Leadership Era 1
This era may be conceptualized as pre-industrial and pre-bureaucratic. Most organizations were small and were run by a single individual who many times hired workers because they were friends or relatives, not necessarily because of their skills or qualifications. The size and simplicity of organizations and the stable nature of the environment made it easy for a single person to understand the big picture, coordinate and control all activities, and keep things on track. This is the era of Great Man leadership and the emphasis on personal traits of leaders. A leader was conceptualized as a single hero who saw the big picture and how everything fit into a whole "Great person leadership" -great man theories / trait theories -Organization: Pre-bureaucratic organization / administrative principles
Leadership Era 3
This era represented a tremendous shock to managers in North America and Europe. Suddenly, the world was no longer stable, and the prized techniques of rational management were no longer successful. Beginning with the OPEC oil embargo of 1972 to 1973 and continuing with the severe global competition of the 1980s and early 1990s, many managers saw that environmental conditions had become chaotic. The Japanese began to dominate world commerce with their ideas of team leadership and superb quality. This became an era of great confusion for leaders. They tried team-based approaches, downsizing, reengineering, quality programs, and empowerment as ways to improve performance and get more motivation and commitment from employees. This is the era of the team leader and the change leader. Influence was important because of the need to change organizational structures and cultures. This era sees the emergence of knowledge work, an emphasis on horizontal collaboration, and a shift to influence theories. Rather than conceiving of leadership as one person always being firmly "in charge," leadership is often shared among team leaders and members, shifting to the person with the most knowledge or expertise in the matter at hand "Team or Latteral Leadership" -Influence theories -Organization: Horizontal Organization / Cross functional teams
Path-Goal Theory
a contingency approach to leadership in which the leader's responsibility is to increase subordinates' motivation by clarifying the behaviors necessary for task accomplishment and rewards
The Vroom-Jago Contingency Model
a contingency model that focuses on varying degrees of participative leadership and how each level of participation influences the quality and accountability of decisions -a number of situational factors shape the likelihood that either a participative or autocratic approach will produce the best outcome -tells the leader precisely the correct amount of participation by subordinates to use in making a particular decision
Collaborative Role
a horizontal leadership role (such as team leader) in which the leader often works behind the scenes and uses personal power to influence others and get things done. -Leaders • Project managers, matrix managers, team leaders • People skills for networking and building relationships • Proactive and flexible
Great Man approach
a leadership perspective that sought to identify the inherited traits leaders possessed that distinguished them from people who were not leaders
Advisory role
a leadership role that provides advice, guidance, and support to other people and departments in the organization -Leaders • Legal, finance, and human resource departments • People skills • Ability to influence others • Honesty and integrity
vertical dyad linkage (VDL) model
a model of individualized leadership that argues for the importance of the dyad formed by a leader with each member of the group *in-group relationship- seen among members with whom leaders spend a disproportionate amount of time *out-group relationship- seen among members of the group who did not experience a sense of trust ad extra consideration
Strength
a natural talent or ability that has been supported and reinforced with learned knowledge and skills
Derailment
a phenomenon in which a manager with an impressive track record reaches a certain level but goes off track and can't advance because of a mismatch between job needs and personal skills and qualities
vision
a picture of an ambitious, desirable future for the organization or team
paradigm
a shared mindset that represents a fundamental way of thinking about, perceiving, and understanding the world
Great Man Theories (Historical overview of leadership approach)
a single "Great Man" who put everything together and influenced others to follow along based on the strength of inherited traits, qualities, and abilities -born with certain heroic leadership traits and natural abilities of power and influence *This is the granddaddy of leadership concepts
Leadership Grid
a two-dimensional leadership model that describes major leadership styles based on measuring both concern for people and concern for production *builds on the work of the Ohio State and Michigan studies (Concern for results, Concern for people) *on grid
Operational role
a vertically oriented leadership role in which an executive has direct control over people and resources and the position power to accomplish results - Leaders • Traditional line and general management positions • Focus on results • Self-confident and assertive • Analytical and knowledgeable • Translate knowledge into vision
Whole Brain Concept
an approach that considers not only a person's preference for right-brained versus left-brained thinking, but also conceptual versus experiential thinking; identifies four quadrants of the brain related to different thinking styles
Leadership
an influence relationship among leaders and followers who intend real changes and outcomes that reflect their shared purposes The ability to significantly influence the thoughts, feelings, actions, and behaviors of those they lead -Tony Robbins
Contingency Approach
approaches that seek to delineate the characteristics of situations and followers and examine the leadership styles that can be used effectively
blind spots
characteristics or habits that people are not aware of or don't recognize as problems but which limit their effectiveness and hinder their career success
Five Leader Decision Styles
decide- you make the decision alone ad either announce it or "sell" it to the group. You may use your expertise in collecting information that may deem relevant to the problem from the group or others consult individually- you present the problem to the group members individually, get their suggestions, and make the decision consult group- you present the problem to the group members in a meeting, get their suggestions, and then make the decision facilitate- you present the problem to the group in a meeting. you act as facilitator, defining the problem to be solved and the boundaries within which the decision must be made. Your objective is to get concurrence on a decision. Above all, you take care to show that your ideas are not given any greater weight than those of others simply because of your position delegate- you permit the group to make the decision within prescribed limits. The group takes the identification and diagnosis of the problem, develops alternative procedures for solving it, and decides on one or more alternative solutions. You play no direct role in the deliberations unless explicitly asked, your role is behind the scenes providing needed resources and important encouragement
Big Five Personality Dimensions
five general dimensions that describe personality: extroversion, agreeableness, conscientiousness, emotional stability, and openness to experience
agile leadership
giving up control in the traditional sense and encouraging the growth and development of others to ensure organizational flexibility and responsiveness
Cognitive Style
how a person perceives, processes, interprets, and uses information
leader-member exchange (LMX)
individualized leadership model that explores how leader-member relationships develop over time and how the quality of exchange relationships affects outcomes -leaders form high quality relationships with all followers -higher quality relationships lead to better performance -followers provide assistance for high performance and participate in and influence decisions
Individualized Leadership
is based on the notion that a leader develops a unique relationship with each subordinate or group member, which determines how the leader behaves toward the member and how the member responds to the leader
Attributions
judgements about what caused a person's behavior- either characteristics of the person or of the situation Internal attribution- Characteristics of the person led to the behavior External attribution- Situation caused the persons behavior
Management
the attainment of organizational goals in an effective and efficient manner through planning, organizing, staffing, directing, and controlling organizational resources
Authoritarianism
the belief that power and status differences should exist within an organization -Leaders degree of authoritarianism affects how the leader wields and shares power -High Authoritarianism *Traditional and rational approach to management *Autocratic style of leadership *Difference between leader and follower affects leaders effectiveness
Openness to Experience
the degree to which a person has a broad range of interests and is imaginative, creative, artistically sensitive, and willing to consider new ideas -Intellectually curious and seeks new experiences -Early travel and exposure to different ideas and culture are critical to development -Important because leadership is about change
Extroversion
the degree to which a person is outgoing, sociable, talkative, and comfortable meeting and talking to new people -includes the characteristic of dominance *likes to be in control and influence others *self confident, seeks positions of authority, and is competitive and assertive
Traits
the distinguishing personal characteristics of a leader, such as intelligence, honesty, self-confidence, and appearance
Cosideration
the extent to which a leader is sensitive to subordinates, respects their ideas and feelings, and establishes mutual trust
Initiating Structure
the extent to which a leader is task oriented and directs subordinates' work activities toward goal achievement
Behavior Theories (Historical overview of leadership approach)
the failure to identify a universal set of leadership traits led researchers in the early 1950s to begin looking at what a leader does rather than who he or she is. One line of research focused on what leaders actually do on the job, such as various management activities, roles, and responsibilities. These studies were soon expanded to try to determine how effective leaders differ in their behavior from ineffective ones. Researchers looked at how a leader behaved toward followers and how this correlated with leadership effectiveness or ineffectiveness
Self-Serving Bias
the tendency to overestimate the influence of internal factors on ones successes and the influence of external factors on ones failures
Contigency
theory meaning that one thing depends on other things
Selecting a Decision Style
time-saving based model- use when a decision has to be made immediately development-based model- use when it is important to develop the thinking and decision-making skills of followers
University of Michigan Studies
took a different approach by directly comparing the behavior of effective and ineffective supervisors employee-centered- a leadership behavior that displays a focus on the human needs of subordinates job-centered- leadership behavior in which leaders direct activities toward efficiency, cost-cutting, and scheduling, with an emphasis on goals and work facilitation
Leadership Era 2
we see the emergence of hierarchy and bureaucracy. Although the world remains stable, organizations have begun to grow so large that they require rules and standard procedures to ensure that activities are performed efficiently and effectively. Hierarchies of authority provide a sensible mechanism for supervision and control of workers, and decisions once based on rules of thumb or tradition are replaced with precise procedures. This era sees the rise of the "rational manager" who directs and controls others using an impersonal approach. Employees aren't expected to think for themselves; they are expected to do as they're told, follow rules and procedures, and accomplish specific tasks. The focus is on details rather than the big picture. The rational manager was well-suited to a stable environment. The behavior and contingency theories worked here because leaders could analyze their situation, develop careful plans, and control what happened. But rational management is no longer sufficient for leadership in today's world. "Rational Magement" - behavior theories / contingency theories -Organization: vertical hierarchy, bureaucracy / functional management
