Chapter 11 - Leadership Effectiveness

Performance management cycle

1. Planning 2. Monitoring 3. Evaluating

Talent hoarding

Some followers are such high performers that leaders are loath to let them go or let others know about their exceptional performance.

High potential programs

accelerate their ability to assume greater leadership responsibilities and plug the ready-now gap for critical leadership positions.

Readiness

an evaluation of a follower's immediate promotability.

Traditional approach to determine leadership potential

boss ratings

a better approach to determine leadership potential

boss ratings personality traits intelligence

the best approach to determine leadership potential

boss ratings personality traits intelligence team effectiveness

team effectiveness quotient

calculated using team members' ratings on a standardized measure of team dynamics and performance.

Unit or team effectiveness

collective results

Evaluating

entails providing some type of summary feedback on job performance to followers.

Team killers

individuals who inhibit rather than enhance overall team effectiveness.

Time-wasting leaders

individuals who unintentionally assign work or set rules that are detrimental to a team's overall performance.

Planning

involves developing a thorough understanding of the team's or organization's goals, the role followers need to play in goal accomplishment, the context in which followers operate, what they need to get done, and the behaviors they need to exhibit for the team to be successful.

Absenteeism leadership

occurs when leaders are so busy traveling, attending meetings, or being otherwise preoccupied that they have little time for their followers and teams.

Cookie licking

occurs when leaders cannot let go of actions or decisions that should be delegated to their staffs.

Dunning-Kruger effect

people systemically overestimate their own performance in areas where they lack competence and readily dismiss any information to the contrary.

Potential

promotion determinations

Force multiplier

someone who makes the rest of the team better.

Calibration meetings

standardize ratings across leaders with similar groups of followers.

The "what" pertains to

task and goal accomplishment

Succession Planning

the process organizations use to make leadership potential and readiness decisions about followers.

Follower performance falls into two major categories:

the what and the how of performance

The "how" can be defined as

those behaviors directed toward the accomplishment of team or organization goals

Monitoring

tracking follower performance, sharing feedback on goal progress, providing needed resources and coaching, and the like.

Electronic performance monitoring

transponders attached to tractor-trailers allow trucking companies to monitor driver performance 24 hours a day, companies are now tracking the emails of 27 million employees, uber monitors customer and driver feedback immediately after rides, and calls to customer care centers are recorded and routinely reviewed.

9-box matrices

used to evaluate the performance and potential of followers, and this is usually done once per year.

Performance

what individual followers accomplish and the behaviors exhibited to achieve results.

Executive magnification

when leaders engage in idle conversations that followers misinterpret as work mandates