LHRD 2723 mid

Administrative Skills

1. The competencies a leader needs to carry our an organizations purposes and goals

1. Confidence

Feeling self-assured and believing one can accomplish one's goals, not second-guessing a. Confidence can be improved by understanding what is required of you, from having a mentor, and from practice b. Awareness and understanding build confidence

relationship style

Finds meaning in being rather than doing.

1. Positive Psychology

"the 'scientific' study of what makes life most worth living." a. Major change in the discipline of psychology. b. Focus expanded from what's wrong with people and their weaknesses to what's right with people and their positive attributes.

A. Problem solving

1. "What went wrong?" and "How can it be fixed?" 2. Cognitive ability to take corrective action in a problem situation to meet desired objectives

What are Strengths?

1. An attribute or quality of an individual that accounts for successful performance. 2. Ability to consistently demonstrate exceptional work. 3. Positive features of ourselves that make us effective and help us flourish.

Theory or Approach

1. Approach is more general concept, not research based. 2. Theory uses hypotheses, principles or propositions to explain the leadership process.

Leadership is multi-dimensional

1. Authentic leadership 2. Spiritual leadership 3. Servant leadership 4. Gender based leadership 5. Cultural and global leadership

Task Leadership

1. Behaviors facilitate goal accomplishment 2. Initiating structure: Organizes work, defines role responsibilities, schedules work activities 3. Production orientation: Stresses production and technical aspects of the job. 4. Leader is doing something

Relationship Leadership

1. Behaviors help subordinates feel comfortable with themselves, others and the situation. 2. Consideration behavior: Builds camaraderie, respect, trust and regard 3. Employee orientation: Takes an interest in workers as human beings, valuing their uniqueness, special attention to personal needs 4. Concerned for people: Builds trust, provides good working conditions, maintains fair salary structure

A. Creating vision

1. Capacity to challenge people with compelling visions of the future 2. Must be able to articulate the vision and engage others in its pursuit 3. "Walk the talk"

A. Social perceptiveness

1. Having insight into what is important to others, how they are motivated, the problems they face and how they react to change 2. Keen sense of how employees will respond to change in the organization

Leadership is transformational.

1. Leadership can change people and organizations. 2. Charismatic leadership.

Emotional Intelligence

1. New concept, only 20 years old 2. e emotions to facilitate thinking, to understand and reason with emotions and manage emotions effectively 3. Premise is that understanding and using emotion creates effective leadership

Conceptual Skills Three groups of skills

1. Problem solving, strategic planning, creating vision

I. Administrative Skills in Practice

1. Skills involved a. Helping employees work as a team b. Motivating employees to do their best c. Responding to employee requests d. Dealing with staff matters e. Recruiting and retaining employees f. Communicating with all stakeholders

Interpersonal Skills Three groups of skills

1. Social perceptiveness, emotional intelligence, conflict management

I. Interpersonal Skills

1. Sometimes disparaged as "touchy-feely," but necessary for effective leadership 2. Abilities that help a leader work effectively with subordinates, peers and superiors to accomplish organizational goals,

Leadership is a trait

A trait is a distinguishing quality of an individual, which is often inherited. Thus the view that, "leaders are born, not made." leaders have the traits that a particular situation demands Effective leadership is a result of utilizing the right traits at the right time

The Dark Side of Leadership

A. Toxic leaders leave followers worse off then before. B. Three preconditions for destructive leadership to occur: 1. Destructive leader 2. Susceptible followers 3. Conducive environment

Common to all task oriented people is their interest in

A. achieving the goal and accomplishing the work.

Leadership is ability

Ability refers to a natural capacity, but can be acquired.

Three groups of skills

Administrative, interpersonal and conceptual

1. How to develop emotional intelligence

Become aware of your own emotions b. Become aware of the emotions of others c. Learn how to regulate your emotions and put them to good use

Leadership is a behavior

Behavior is what leaders do when in a leadership role; observable actions 1. Task behaviors get the job done. 2. Process behaviors help people feel comfortable with other group members and feel included. 3. Challenge for leaders is to combine the two behaviors to achieve desired outcomes.

1. Determination

Being very focused and attentive to tasks; know where they are going and how to get there. b. Determination can be acquired through perseverance, staying focused on the task, clarifying goals, and encouraging others to stay the course

A. Strategic planning

Developing careful plans of action to achieve a goal

I. Strengths Based Leadership in Practice

Discovering your strengths, Developing your strengths, Recognizing and engaging the strengths of others, Fostering a positive strengths based environment

Values in Action (VIA) Institute and Inventory of Strengths:

Engaged in a project to develop a framework for the field of positive

1. Intelligence

Having good language skills, perceptual skills and reasoning ability Intelligence can be improved by being well-informed, learning as much as possible about our positions Becoming more knowledgeable about our leadership position gives us the information we need to become better leaders

1. Integrity

Honesty and trustworthiness; taking responsibility for one's actions; authenticity b. Developing integrity involves being open and candid, yet self-monitoring for appropriateness.

1. Sociability

Leader's capacity to establish pleasant social relationships. b. Sociability can be developed by being friendly, kind and thoughtful, as well as talking freely with others and giving them support.

Leadership is an influence process

Leadership is a process whereby an individual influences a group of individuals to achieve a common goal Stresses common goals Managers are people who do things right, whereas leaders are people who do the right thing

Change Leadership

New category based on analysis of a large number of earlier leadership measures. Behaviors are closely related to leadership skills and vision.

Leadership is situational

Premise is that different situations demand different kinds of leadership Path goal theory and contingency theory are outgrowths of this early research

Leadership is a relationship

Research evolved into Leader-Member Exchange Theory, which predicts that high quality relations generate more positive leader outcomes than lower-quality relations Leadership is interactive 1. Leadership is not restricted to the formally designated leader in a group. Ethical overtone; working together for a common good.

Leadership is a skill

Skill is a competency developed to accomplish a task effectively. People can learn or develop competencies.

1. Charisma

Special magnetic charm and appeal, giving the leader exceptional powers of influence a. Charismatic leaders serve as strong role models, show competence in every aspect of leadership, articulate clear goals and strong values, have high expectations for followers and inspire others.

1. Organizations that create positive work environments have a positive physiological impact on employees which in turn impacts performance.

T

Behaviors are rooted in the past Behaviors persist over the years

T

Negative example of former president Bill Clinton, lying during a televised speech about his relationship with Monica Lewinski

T

Personal style influences degree of relationship leadership behaviors

T

Recognize there are cultural differences in how people express strengths.

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Strong demand for effective leadership today

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Task and relationship at opposite ends of the continuum Most leadership falls in the midrange

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Task oriented people are goal oriented

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a. Positive psychology launched that analysis of people's strengths into the mainstream of scientific research.

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Gallup Organization

a massive study that included interviews of over 2 million people to describe what's right with people. a. Academic research began to focus on what accounted for the well-being of mentally and physically healthy people. Widely accepted use of StrengthsFinder has elevated strengths as a key variable in discussions of factors that account for effective leadership

1. Strategic leaders need ability to learn, capacity to adapt, and managerial wisdom

a. Ability to learn is capability of absorbing new information and applying it b. Capacity to adapt is about responding quickly to changes in the environment c. Managerial wisdom is a deep understanding of people and the work environment

Conceptual Skills 4 step process:

a. Identify the problem. b. Generate alternative solutions. c. Select the best solution. d. Implement the solution.

Relationship Leader is doing three things:

a. Treating followers with dignity and respect b. Building relationships and helping people get along Making the workplace pleasant

Learned behaviors represent

a. those ingrained things that we have learned throughout our life experience. Although valuable, they do not excite or inspire us.

Unrealised strengths

are personal attributes that are less visible. We feel good when we tap into them because they support our efforts.

Realised strengths

are personal attributes that represent our strongest assets. We are energized when we use them.

relationship style isn't

as goal directed as task oriented people.

To create a positive climate, leaders should foster among their employees virtues such as

compassion, forgiveness, and gratitude

They identified 6 universal core virtues

courage, justice, humanity, temperance, transcendence, and wisdom

Leaders can foster positive meaning in their organizations by

emphasizing the connection between employees' values and the long term impact of their work

There are four domains of leadership strength

executing, influencing, relationship building, and strategic thinking

1. UCLA Coach John Wooden's four principles:

explanation, demonstration, imitation, and repetition.

Six specific traits

intelligence, confidence, charisma, determination, sociability, integrity

task oriented person includes

someone who uses color codes in their daily planners or who have sticky-back notes in every room of their house.

CAPP argued that

strengths are more fluid than personality traits and can emerge over a lifetime through the different situations we experience.

To develop positive communication, leaders must be

supportive, make positive than negative statements, and be less negatively evaluative of others.

Unlike the previous approaches

the CAPP model is prescriptive and pragmatic.

Gallup researchers extracted 34 patterns or themes that they thought did the best job at explaining excellent performance

themes of human talent, not strengths. Strength is measured by using Gallup's StrengthsFinder, a 177 item questionnaire that identifies areas where you have the greatest potential to develop strengths.

A final way to practice strengths-based leadership is

to create and promote a positive work environment in which people's strengths play an integral role.

Change Leadership Behaviors include

visioning, intellectual stimulation, risk-taking, and external monitoring.

The strengths identified by the StrengthsFinder are more closely tied to the workplace and helping individuals perform better,

while VIA strengths are focused more directly on a person's character and how they can become more virtuous.