COM 461 - Chapter 1

Essential qualities of effective followers

1. Self-management 2. Commitment 3. Competence and Focus 4. Courage

Robert Kelley

70-90 percent of all work in organizations is performed by people in follower roles

Leadership roles

Figurehead, spokesperson, negotiator, coach and motivator, team builder, team player, technical problem solver, entrepreneur, strategic planner, executor

John O'Leary

General finding was that leaders and managers tend to have a different focus on the same set of activities

Leadership key variables

Leader characteristics and traits, behavior and style, group member characteristics, and the internal and external environment

Standard conceptualization of the functions of management:

Planning, organizing, directing (or leading), and controlling

Given setting

Refers to the context of the relationship

Group Member Characteristics

attributes of the group members that could have a bearing how effective the leadership attempt will be

Effective leaders also manage, and effective managers also

lead

Steve Jobs emphasized that leaders should not

let communication technology block them from interacting face-to-face with work associates

Change needs to come about from leaders at

lower levels, rather than relying exclusively on leadership from the top

Instead of asking if leaders make a difference, we should be asking

under what conditions leaders make a difference

Leadership may shift, depending on

whose expertise is the most relevant at the moment

effective leadership means

widespread collaboration in obtaining ideas, rather than the heroic leader doing all the innovating

Social actions between and among people enable them to

work together in meaningful ways to produce leadership outcomes

Nick Petrie

"There is a transition occurring from the old paradigm in which leadership resided in a person or role, to a new one in which leadership is a collective process that is spread throughout networks of people."

Statistical analyses suggest that the leader might be responsible for somewhere between

15 percent and 45 percent of a firm's performance.

CEOs influence

15 percent of the total variance (influencing factors) in a company's profitability or total return to shareholders

Satisfaction of Leaders

A feeling of power and prestige A chance to help others grow and develop High Income Respect and status Good opportunities for advancement A feeling of being in on things An opportunity to control money and other resources

Several other representative definitions of leadership:

A process in which an individual influences a group of individuals to achieve a common goal The influential increment over and above mechanical compliance with directions and orders An act that causes others to act or respond in a shared direction The art of influencing people by persuasion or example to follow a line of action An effort to maintain control and power over others The principal dynamic force that motivates and coordinates the organization in the accomplishment of its objectives The exercise of social influence between and among many sources of leadership, working toward a common goal by using various mechanisms including the leader's traits, behaviors, and emotion

Substitutes for Leadership Factors

Closely knit teams of highly trained individuals Intrinsic satisfaction Professional norms

Skill development in Leadership

Conceptual information and behavioral guidelines Conceptual information demonstrated by examples and brief descriptions of leaders in action Experiential exercises Feedback on skill utilization, or performance, from others Practice in natural settings

Integrative process model of leadership provides two implications

Context influences leadership at any given moment Leadership is a process with interpersonal and interpersonal mechanisms (or modes of transmission).

substitutes for leadership

Factors in the work environment that provide guidance and incentives to perform, making the leader's role almost superfluous

Emergent leaders

Group members who significantly influence other group members even though they have not been assigned formal authority

Henry Mintzberg

Identified ten roles that can be classified as part of the leadership function of management

Petros G. Malakyan

In reality, one cannot claim that he or she is a leader or a follower at all times and in all circumstances

J. Richard Hackman and Ruth Wageman

Leaders are also followers, and followers also exhibit leadership

Francis Yammarino and Fred Danjsereau

Leadership involves a movement from one level (person level) to a higher level (leader-follower group level)

Gail Fairhurst and Mary Uhl-Bien

Leadership is not a trait or behavior of an individual but rather a phenomenon generated in the interactions among people acting in a given setting

Dissatisfaction and Frustrations of Leaders

Too much uncompensated overtime Too many headaches Facing a perform or perish mentality Not enough authority to carry out responsibility Loneliness Too many problems involving people Too much organizational politics The pursuit of conflicting goals Being perceived as unethical, especially if you are a corporate executive Job fatigue and burnout as a result of the preceding nin problems

Can leadership actions affect performance?

Yes, only if the leader is perceived to be responsible and inspirational

Leadership activities had a 66 percent probability of

achieving a positive outcome

A key role for followers is to collaborate with leaders in

achieving organizational goals, as reflected in the emphasis on collaborative leadership

Leadership deals with interpersonal aspects of a manager's job, whereas planning, organizing, and controlling deal with the

administrative aspects

Leadership effectiveness

attaining desirable outcomes such as productivity, quality, and satisfaction in a given situation

Instead of centralizing leadership in the hands of a few,

authority and power are shared, and people lead themselves

Effective leaders have to be good managers themselves or

be supported by effective managers

You can exert some leadership by

being an influential coworker

Leadership deals with

change, inspiration, motivation, and influence

The new leader and the led are

close allies

Good results are attained by

developing teamwork and formulating the right strategy

Leaders delegate as an approach to

empowerment

Contributors include

engaging employees in the company's vision inspiring employees to elevate their goals employees have a sense of responsibility for the entire organization

Followers are the people who

get things done and that the bright ideas of leaders would go nowhere without the doers

It is common practice for leaders to

give recognition and praise via email or a posting on the company social media site, or a public social media site such as Facebook or Twitter

To be an effective leader, one needs

good followers

Great leaders are made by

great groups

face-to-face encounters

help develop relationships

A key force driving collaborative leadership is the

hyperconnected organizational world fostered by e-mail and social media, along with globalization

Managers delegate largely as a method of

increasing efficiency

Internal and external environment

influences leadership effectiveness

Types of followers

isolates, bystanders, participants, activists, diehards

When high level leaders do not make all of the decisions but solicit input from knowledgeable group members,

leaders and followers work together more closely

Leader Constraint Theory

leaders are constrained in what they can do but still have plenty of room to influence others

Every organizational member needs to contribute energy and talent to help

leaders carry out their roles successfully

For Improved business results to come about, it will be because

managers below the C-Suite take the initiative and risks to drive the company in a different direction.

Leadership is needed at all levels in an organization and can be practiced to some extent by a

person not assigned to a formal leadership position

Leading is a major part of a manager's job; yet a manager must also

plan, organize, and control

Leader behavior and style

refers to the activities engaged in by the leader, including characteristics approach, that relate to his or her effectiveness

Leader Characteristics

refers to the inner qualities, such as self-confidence and problem-solving ability that help a leader function effectively in many situations.

A team member who is influential based on personal attributes and behaviors will often be

regarded as a leader by peers

You can rise to leadership when people come to

respect your opinion and personal characteristics and are thus influenced by you.

Leaders focus more on people, and managers focus more on

results

Many leadership theorists and managers agree that the leadership role within a team is

seldom the responsibility of one person

Creativity comes from

spontaneous meetings, from random discussions

The leader is an inspirational figure, and the manager is a

stodgy bureaucrat mired in the status quo

Culture of Openness was a driver of

success

Training in followership often focuses on how to

take responsibility for shared goals, being a self-starter, and providing constructive feedback to leaders when they make mistakes

The preferred term for a person who reports to a leader or manager is

team member, group member, or associate

Leadership

the ability to inspire confidence and support among the people who are needed to achieve organizational goals

High-power and authority context

the communication is likely to be both task based and relationship oriented

Common characteristic of these leaders is

their ability to inspire and stimulate others to achieve worthwhile goals.