Madm 701 luthans chapter 13, MADM 701 Chapter 14

Likert

"System 4" (democratic) leadership style

Warren Bennis

"The End of Leadership"

Bennis

"To survive in the twenty-first century, we are going to need a new generation of leaders, not managers.

Fortune article on Leadership

"contemporary leadership seems to be a matter of aligning people toward common goals and empowering them to take the actions needed to reach them."

kellerman

"in order for large groups to govern themselves effectively, ---some must be willing to be leaders, ---others must be willing to be followers, --the majority must be willing to go along with this arrangement."

Authentic leaders

"to know oneself, to be consistent with oneself, and to have positive and strength-based orientations toward one's development and the development of others.

Answers to these questions can provide insights and specific descriptions of the daily activities of successful (those promoted relatively rapidly in their organizations) and effective (those with satisfied and committed subordinates and high-performing units) managers or leaders.

(1) What do managers do? (2) What do successful managers do? (3) What do effective managers do?69

One analysis explains that in these turbulent times characterized by high stress and financial concerns that there are 10 qualities that help make great leaders and shape managerial successes.

(1) honesty, (2) ability to delegate, (3) communication, (4) sense of humor, (5) confidence, (6) commitment, (7) positive attitude, (8) creativity, (9) intuition, and (10) ability to inspire.5

Leader behavior will be motivational (e.g., will increase subordinate effort)

(1) it makes satisfaction of subordinate needs contingent on effective performance, and (2) it complements the environment of subordinates by providing the coaching, guidance, support, and rewards which are necessary for effective performance and which may otherwise be lacking in subordinates or in their environment.

organizational leaders now must have at least three "faces"

(1) manager (disciplined, rational, organizing, controlling, intellect, strategic, decision maker); (2) artist (curious, independent, creative, emotional, innovator); and (3) priest (ethical, pure, empathetic, inspiring, comforting, transcendent).6 analogy is the view that great leaders must have energy, expertise, and integrity.7

LMX evolution stages (Graen and Uhl-Bien )

(1) the discovery of differentiated dyads; (2) the investigation of characteristics of LMX relationships and their organizational implications/outcomes; (3) the description of dyadic partnership building; (4) the aggregation of differentiated dyadic relations to group and network levels.

leaders will be perceived most favorably by their associates

(1) the needs and values of associates and (2) the requirements of a specific work situation.

George

(Authentic leaders) "bring people together around a shared mission and values and empower them to lead, in order to serve their customers while creating value for all their stakeholders."

Henry Mintzberg 71

(the communication activities)

John Kotter 72

(the networking activities)

Henri Fayol 70

(the traditional activities)

Yammarino and Dansereau

--the key partners involved in exchange relationships of investments and returns are superiors and subordinates. --Superiors make investments (e.g., salary, office space) in and receive returns (e.g., performance) from subordinates; subordinates make investments in and receive returns from superiors; and the investments and returns occur on a one-to-one basis in each superior-subordinate dyad---------------leadership is an exchange process between the leader and followers

Authenic Leaders

-Transpaent -honest with themselves and with others. -exhibit a higher level of moral reasoning capacity, allowing them to judge between gray and shades of gray

Zeitgeist

-a German word meaning "spirit of the time" -the leader is viewed as a product of the times and the situation. -The person with the particular qualities or traits that a situation requires will emerge as the leader.

laissez-faire leader

-complete freedom to the group; this leader essentially provided no leadership. -produced the greatest number of aggressive acts from the group

Today leadership is recognized as both____________ and __________

-multidimensional, as first pointed out by the Ohio State studies -multilevel (person, dyad, group, and collective/community)

Followers' Impact on Leaders

-when associates were not performing very well, the leaders tended to emphasize the task or initiating structure, but when associates were doing a good job, leaders increased emphasis on their people or consideration.

Transformational Leaders

1. Charisma: Provides vision and sense of mission; instills pride; gains respect and trust. 2. Inspiration: Communicates high expectations; uses symbols to focus efforts; expresses important purposes in simple ways. 3. Intellectual stimulation: Promotes intelligence; rationality; and careful problem solving. 4. Individual consideration: Gives personal attention; treats each employee individually; coaches; advises.

(Globe) six leader attributes and behaviors that are viewed as contributing to leadership in various cultures

1. Charismatic/Value-Base—the ability to inspire, to motivate, and to expect high per- formance outcomes from others on the basis of core beliefs. 2. Team-Oriented—effective team building and implementation of a common purpose/ goal among team members. 3. Participative—the degree to which managers/leaders involve others in making and implementing decisions. 4. Humane-Oriented—supportive, considerate, compassionate, and generous leader- ship. 5. Autonomous—independent and individualistic leadership. 6. Self-Protective—ensuring the safety and security of the individual, it tends to be an approach that is self-centered and face saving.

These empirically derived behavioral descriptors were then conceptually collapsed into the four managerial activities

1. Communication 2. Traditional management 3. Human resource management. 4. Networking

Transactional leaders

1. Contingent reward: Contracts the exchange of rewards for effort; promises rewards for good performance; recognizes accomplishments. 2. Management by exception (active): Watches and searches for deviations from rules and standards; takes corrective action. 3. Management by exception (passive): Intervenes only if standards are not met. 4. Laissez-faire: Abdicates responsibilities; avoids making decisions.

list of suggested leadership skills critical to success in the global economy

1. Cultural flexibility. Leaders must have the skills not only to manage but also to recognize and celebrate the value of diversity in their organizations. 2. Communication skills. Effective leaders must be able to communicate—in written form, orally, and nonverbally. 3. HRD skills. developing a learning climate, designing and conducting training programs, transmitting information and experience, assessing results, providing career counseling, creating organizational change, and adapting learning materials. 4. Creativity. Problem solving, innovation, and creativity, but also provide a climate that encourages creativity and assists their people to be creative. 5. Self-management of learning. need for continuous learning of new knowledge and skills.

Taking a contingency approach to recognize situational variables, Hersey and Blanchard incorporated the maturity of the followers into their model. The level of maturity is defined by three criteria:

1. Degree of achievement motivation 2. Willingness to take on responsibility 3. Amount of education and/or experience

Whetten and Cameron: Model of Personal Skills

1. Developing Self Awareness 2. Managing Stress 3. Solving Problems Creatively

The House version of the theory

1. Directive leadership. This style is similar to that of the Lippitt and White authoritar- ian leader. Associates know exactly what is expected of them, and the leader gives specific directions. There is no participation by subordinates. 2. Supportive leadership. The leader is friendly and approachable and shows a genuine concern for associates. 3. Participative leadership. The leader asks for and uses suggestions from associates but still makes the decisions. 4. Achievement-oriented leadership. The leader sets challenging goals for associates and shows confidence that they will attain these goals and perform well.

leader "competencies." (there are 7)

1. Drive, or the inner motivation to pursue goals 2. Leadership motivation, which is the use of socialized power to influence others to succeed 3. Integrity, which includes truthfulness and the will to translate words into deeds 4. Self-confidence that leads others to feel confidence, usually exhibited through various forms of impression management directed at employees 5. Intelligence, which is usually focused in the ability to process information, analyze alternatives, and discover opportunities 6. Knowledge of the business, so that ideas that are generated help the company to survive and thrive 7. Emotional intelligence, based on a self-monitoring personality, making quality leaders strong in situation sensitivity and the ability to adapt to circumstances as needed

reasons that Fiedler's model made a historically important contribution:

1. It was the first highly visible leadership theory to present the contingency approach, thus giving widespread attention to the important role that the situation or context plays in leadership. 2. It also emphasized the importance of the interaction between the situation and the leader's characteristics in determining leader effectiveness. 3. It stimulated a great deal of research, including tests of its predictions and attempts to improve on the model, and inspired the formulation of alternative contingency theories.

Through statistical techniques, the results of the various research studies were combined into the following four categories of effective leadership skills:

1. Participative and human relations (for example, supportive communication and team building) 2. Competitiveness and control (for example, assertiveness, power, and influence) 3. Innovativeness and entrepreneurship (for example, creative problem solving) 4. Maintaining order and rationality (for example, managing time and rational decision making)98

Globe research (nine dimensions of cultures that differentiate societies and organizations.) The first six dimensions were originally defined by Hofstede.

1. Power distance, or the degree to which members of a collective expect power to be distributed equally 2. Uncertainty avoidance, which is the extent a society, organization, or groups rely on norms, rules, and procedures to alleviate the unpredictability of future events 3. Humane orientation, reflected in the degree to which a collective encourages and rewards individuals for being fair, altruistic, generous, caring, and kind to others 4. Institutional Collectivism, described as the degree to which organizational and societal institutional practices encourage and reward the collective distribution of resources and collective actions 5. In-Group Collectivism, which is the degree to which individuals express pride, loyalty, and cohesiveness in their organizations or families 6. Assertiveness, defined as the degree to which individuals are assertive, confrontational, and aggressive in their relationships with others 7. Gender egalitarianism, expressed as the degree a collective minimizes gender inequality 8. Future orientation, or the extent to which individuals engage in future-oriented behaviors such as delaying gratification, planning, and investing in the future 9. Performance orientation, suggested by the degree to which a collective encourages and rewards group members for performance improvement and excellence

the leader attempts to influence associates' perceptions and motivate them by

1. Recognizing and/or arousing associates' needs for outcomes over which the leader has some control 2. Increasing personal payoffs to associates for work-goal attainment 3. Making the path to those payoffs easier to travel by coaching and direction 4. Helping associates clarify expectancies 5. Reducing frustrating barriers 6. Increasing the opportunities for personal satisfaction contingent on effective perfor- mance70

Briscoe and Hall argue for the need to go beyond these three with what they call "metacompetancies."122 and use learning-based model.

1. Research-based competencies are derived from behavioral data gathered from successful leaders. 2. Strategy-based competency models derive information from key informants regarding strategic company issues and directions. 3. The values-based model focuses on the company's cultural values, as interpreted by company leaders.

path-goal theory of leadership

1. Studies of seven organizations found that leader directiveness was (a) positively related to satisfactions and expectancies of associates engaged in ambiguous tasks and (b) negatively related to satisfactions and expectancies of associates engaged in clear tasks. 2. Studies involving 10 different samples of employees found that supportive leadership had its most positive effect on satisfaction for associates who work on stressful, frustrating, or dissatisfying tasks. 3. In a major study in a manufacturing organization, it was found that in nonrepetitive, ego-involving tasks, employees were more satisfied under participative leaders than under nonparticipative leaders. 4. In three separate organizations it was found that for employees performing ambiguous, nonrepetitive tasks, the higher the achievement orientation of the leader, the more associates were confident that their efforts would pay off in effective performance.

Following the original Ohio State studies, Hersey and Blanchard's approach 37 identifies two major styles:

1. Task style. The leader organizes and defines roles for members of the work group; the leader explains the tasks that group members are to do and when, where, and how they are to do them. 2. Relationship style. The leader has close, personal relationships with the members of the group, and there is open communication and psychological and emotional support.

key for leadership effectiveness in this Hersey and Blanchard model is to match up the situation with the appropriate style. The following summarizes the four basic styles:

1. Telling style. This is a high-task, low-relationship style and is effective when follow- ers are at a very low level of maturity. 2. Selling style. This is a high-task, high-relationship style and is effective when follow- ers are on the low side of maturity. 3. Participating style. This is a low-task, high-relationship style and is effective when followers are on the high side of maturity. 4. Delegating style. This is a low-task, low-relationship style and is effective when fol- lowers are at a very high level of maturity.

Fiedler-three empirically derived dimensions:

1. The leader-member relationship, which is the most critical variable in determining the situation's favorableness 2. The degree of task structure, which is the second most important input into the favorableness of the situation 3. The leader's position power obtained through formal authority, which is the third most critical dimension of the situation

role that collective psychological capital and group trust may play in the relationship between authentic leadership and work groups'

1. The results indicated a significant relationship between these groups' collective PsyCap and group trust with their performance and organizational citizenship behavior. 2. Also, to refine the leadership process, the groups' collective PsyCap and trust were found to mediate the relationship between authentic leadership style and their performance and citizenship behaviors. 3. In other words, authentic leadership style, psychological capital and trust all seem to play a positive role in the performance and desired behaviors of groups as well as individuals.59

Commenting on these various leadership skills identified through research, Whetten and Cameron note three characteristics:

1. The skills are behavioral. They are not traits or, importantly, styles. They consist of an identifiable set of actions that leaders perform and that result in certain outcomes. 2. The skills, in several cases, seem contradictory or paradoxical. For example, they are neither all soft- nor all hard-driving, oriented neither toward teamwork and interpersonal relations exclusively nor toward individualism and entrepreneurship exclusively. 3. The skills are interrelated and overlapping. Effective leaders do not perform one skill or one set of skills independent of others. In other words, effective leaders are multiskilled.99

Whetten and Cameron provide a more empirical derivation of effective leadership skills

1. Verbal communication (including listening) 2. Managing time and stress 3. Managing individual decisions 4. Recognizing, defining, and solving problems 5. Motivating and influencing others 6. Delegating 7. Setting goals and articulating a vision 8. Self-awareness 9. Team building 10. Managing conflict

decisional role, the manager acts upon the information.

1. entrepreneurial role, in Mintzberg's scheme, the manager initiates the development of a project and assembles the necessary resources proactively. 2. disturbance handler, the manager is reactive to the problems and pressures of the situation. the manager has a crisis management type of role; for example, there is a cash flow problem, or a major subcontractor is threatening to pull out. 3. resource allocator, the manager decides who gets what in his or her department. 4. negotiator, the manager spends time at all levels in the give-and-take of negotiating with subordinates, bosses, and outsiders. For example, a finance manager may have to negotiate a bad debt settlement with a major customer, or a supervisor in a social services department may have to negotiate certain benefit payments that one of the counselors wants to give a client.

Mintzberg proposes the three types of interpersonal managerial roles that arise directly from formal authority and refer to the relationship between the manager and others ( What they do)

1. figurehead role. as a symbol of the organization; ceremonial duties such as greeting a touring class of students or taking an important customer to lunch. 2. leader role. In this role the manager uses his or her influence to motivate and encourage subordinates to accomplish organizational objectives. 3. liaison role. This role recognizes that managers often spend more time interacting with others outside their unit (with peers in other units or those completely outside the organization) than they do working with their own leaders and subordinates. The e-world, electronic transmissions and interaction with others, has greatly accelerated this role.

Avolio and Luthans in their book provide specific guidelines such as the following in order for leaders to be authentic and effective

1. follower fully understands the main message that guides the future 2. be consistent with your principles, beliefs, and values. 3. provide appropriate reinforcing recognition 4. Build ownership in the mission 5. Build PsyCap (confidence, hope, optimism, and resiliency) in yourself and others. 6. Explore the future with others and help each other bring it to the present.

Authentic Leadership Development (ALD) can be accelerated by

1. negative (e.g., painful life events such as being unjustly fired, loss of a loved one, or a heart attack) 2. positive (finding out what is really important such as helping a friend or traveling to a foreign country) moments. 3. starting with a desired end-point 4. enhanced self-awareness (both understanding your actual self and your potential best self) 5. self-regulation

Relative Distribution of Managers' Activities

1/5 Networking (19%) 1/5 Human Resources (20%) 1/3 Routine Communication (29%) 1/3 Traditional Management (32%)

Whetten and Cameron: Model of Interpersonal Skills

4. Communicating Supportively 5. Gaining Power and Influence 6.Motivating Others 7. Managing Conflict

luthans authentic leadership

A process that draws from both positive psychological capacities and a highly developed organizational context, which results in both greater self-awareness and self- regulated positive behaviors on the part of leaders and associates, fostering positive self-development.

House and Podsakoff

Best Evidence based list of most effective styles 1. Vision 2. Passion and Self Sacrifice 3. Confidence 4. Image Building 5. Role Modeling 6. External Rep 7. Expectations of and confidence of 8. followers 8. Selective motive arousal 9. Frame Alignment 10.Inspirational communication

Tannenbaum and Schmidt Continuum of Leadership Behavior

Boss-centered leadership vs Employee-centered leadership over a Range of Behavior

autocratic leaders reaction

Both the aggressive and apathetic behaviors were deemed to be reactions

A survey asked American workers to name the most important trait for a person to lead them in today's environment.

Clearly ranked highest was: 1. leading by example and 2. second was strong ethics and morals.

Whetten and Cameron: Communicating Supportively

Coaching Counseling Listening

A 16-item measure of authentic leadership consisting of self-awareness, relational transparency, internationalized moral perspective, and balanced processing

Combined, these stylelike components of authentic leadership were able to predict work-related attitudes and behaviors beyond more traditional ethical and transformational styles. Importantly, this measured authentic leadership style was found to be related to effective performance.55

Whetten and Cameron: Managing Stress

Coping with stressors Managing time Delegating

Whetten and Cameron: Developing Self Awareness

Determining values and priorities Identifying cognitive style Assessing attitude toward change

Whetten and Cameron: Motivating Others

Diagnosing poor performance Creating a motivating environment Rewarding accomplishments

Nadler and Tushman's Charismatic Leadership Styles

Envisioning: Creating a picture of the future—or a desired future state—with which people can identify and that can generate excitement Energizing: Directing the generation of energy, the motivation to act, among members of the organization Enabling: Psychologically helping people act or perform in the face of challenging goals

Routine communication

Exchanging information Handling paperwork

High first dimension

Fielder (if the leader is generally accepted and respected by followers

Hign Third Dimension- the situation is favorable

Fielder- if a great deal of authority and power are formally attributed to the leader's position

High Second Dimension

Fielder- if the task is very structured and everything is "spelled out"

Whetten and Cameron: Gaining Power and Influence

Gaining power Exercising influence Empowering others

External representation

Great leaders act as the spokesperson for their organization and symbolically represent the organization to external constituencies

Image building

Great leaders are self-conscious about their own ______. They recognize that they must be perceived by followers as competent, credible, and trustworthy.

Vision

Great leaders articulate an ideological ______ that is congruent with the deeply held values of followers, a ________ that describes a better future to which the followers have a moral right.

Expectations of and confidence in followers

Great leaders communicate high performance expectations to their followers and strong confidence in their followers' ability to meet such expectations.

Passion and self-sacrifice

Great leaders display a ______ for, and have a strong conviction of, the moral correctness of their _______. They engage in outstanding or extraordinary behavior and make extraordinary _________ in the interest of their vision and the mission.

Confidence, determination, and persistence

Great leaders display a high degree of faith in themselves and in the attainment of the vision they articulate. Theoretically, such leaders need to have a very high degree of self-__________ and moral conviction because their mission usually challenges the status quo and, therefore, is likely to offend those who have a stake in preserving the established order.

Inspirational communication

Great leaders often, but not always, communicate their messages in an inspirational manner using vivid stories, slogans, symbols, and ceremonies.

Selective motive arousal

Great leaders selectively arouse those motives of followers that are of special relevance to the successful accomplishment of the vision and mission.

The activities include some of the classic activities identified by pioneering theorists

Henri Fayol 70 (the traditional activities) Henry Mintzberg 71 (the communication activities) John Kotter 72 (the networking activities)

This manager activity made the least relative contribution with success and promotion

Human resource management activities (20%)

Gretzky

I don't go where the puck is; I go to where the puck is going to be."

Whetten and Cameron: Managing Conflict

Identifying causes Selecting appropriate strategies Resolving confrontations

moderately favorable and moderately unfavorable

In _________________ and _____________________ situations, the human-oriented leader was more effective

Posner

In the past, business believed that a leader was like the captain of a ship: cool, calm, collected. Now, we see that leaders need to be human. They need to be in touch, they need to be empathetic, and they need to be with people. Leaders need to be a part of what's going on, not apart from what's going on.

Networking

Interacting with outsiders Socializing/Politicking

Role modeling

Leader image building sets the stage for effective _______ because followers identify with the values of ______ who are perceived positively.

the more complex the problem the followers were trying to solve, the lower their PsyCap (and vice versa).

Leaders' style exhibiting a high level of PsyCap (i.e., they were seen as very confident, hopeful, optimistic, and resilient) related both to their followers' (the engineers) level of PsyCap and their followers' performance on both the quality and quantity of solutions to real problems.58

Manager vs Leader Characteristics (there are 12)

Manager Characteristics -Leader Characteristics Administers -innovates • A copy -The Original • Maintains - Develops • Focus on syst and struct - focus on people • Relies on control - Inspires Trust • Short-range view - long- range perspective • Asks how and when -Asks what and why • Eye on the bottom line - eye on horizon • Imitates - originates • Accepts the status quo -challenge status quo • Classic good soldier - Own person • Does things right -Does the right thing

Forty years ago a study found that there were at most six degrees of separation between any two people in America (i.e., the chain of acquaintances between them never had more than six links).

More recently, even with the great increase in population, this has become only 4.6 degrees of separation.13

"idealized influence."

More recently, the "charisma" characteristic of transformational leadership has been changed to_____________________________

Avolio

Most leadership research has considered the follower a passive or nonexistent element when examining what constitutes leadership."

informational roles

Most observational studies find that managers spend a great deal of time giving and receiving information, again greatly expanded by the e-environment. 1. monitor, the manager is continually scanning the envi- ronment and probing subordinates, bosses, and outside contacts and the Internet for information; as 2. disseminator, the manager distributes information to key internal people; and as 3. spokesperson, the manager provides information to outsiders.

Human resource management

Motivating/Reinforcing Disciplining/Punishing Managing conflict Staffing Training/Developing

The Leader-Member Exchange (LMX)

Over time, the leader will develop an "in-group" of associates and an "out-group" of associates and treat them accordingly

Traditional management

Planning Decision making Controlling

"black box," or unexplainable concept

Regardless of all the attention given to leadership and its recognized importance, it does remain pretty much of a _______________________________

personal values

The __________________ held by a manager shape his or her perception of a situation, influence the analysis of alternative solutions to a problem, and affect the ultimate decision made by the leader

path-goal theory

The other widely recognized theoretical development from a contingency approach ---derived from the expectancy framework of motivation theory

Schriesheim and DeNisi

The path-goal theory may be incapable of generating meaningful predictions

The question remains, however, as to whether or not one set of skills (business) can be readily adapted to the political world.

There are also many similarities between the capabilities of effective business leaders and political leaders, including the tendency to be a visionary with strong communications skills, even though there are also key differences.144

positive exchange

There must be a ____________________ between the leaders and followers in order for group goals to be accomplished.

IBM are using software packages to map social networks.

They are trying to exploit networking activities in order to "find and nurture their organi- zations' most in-the-know employees."79

Entire new development system should be used. Believing that most traditional leadership programs fail because

They start with competencies and focus on individuals. More valuable to clarify the business purpose and desired outcomes first, and then move leader trainees toward methods of achieving these outcomes.

Communication - Manager Activity

This activity consists of exchanging routine information and processing paperwork. Its observed behaviors include answering procedural questions, receiving and disseminating requested information, conveying the results of meetings, giving or receiving routine information over the phone and e-mail, processing mail, reading reports, writing reports/memos/letters, routine financial reporting and bookkeeping, and general desk work.

Traditional management - Manager Activity

This activity consists of planning, decision making, and controlling. Its observed behaviors include setting goals and objectives, defining tasks needed to accomplish goals, scheduling employees, assigning tasks, providing routine instructions, defining problems, handling day-today operational crises, deciding what to do, developing new procedures, inspecting work, walking around inspecting the work, monitoring performance data, and doing preventive maintenance.

Networking - Manager Activity

This activity consists of socializing/politicking and interacting with outsiders. The observed behaviors associated with this activity include non-work-related chitchat; informal joking around; discussing rumors, hearsay, and the grapevine; com- plaining, griping, and putting others down; politicking and gamesmanship; dealing with customers, suppliers, and vendors; attending external meetings; and doing/ attending community service events.

Human resource management - Manager Activity

This activity contains the most behavioral categories: motivating/reinforcing, disciplining/punishing, managing conflict, staffing, and train- ing/developing. Because it was not generally permitted to be observed, the disciplining/punishing category was subsequently dropped from the analysis. The observed behaviors for this activity include allocating formal rewards, asking for input, conveying appreciation, giving credit where due, listening to suggestions, giving positive feedback, providing group support, resolving conflict between work group members, appealing to higher authorities or third parties to resolve a dispute, developing job descriptions, reviewing applications, interviewing applicants, filling in where needed, orienting employees, arranging for training, clarifying roles, coaching, mentoring, and walking work group members through a task.

Frame alignment

To persuade followers to accept and implement change, great leaders engage in frame alignment. This refers to the linkage of individual and leader interpretive orientations such that some set of followers' interests, values, and beliefs, as well as the leader's activities, goals, and ideology, becomes congruent and complementary.

Ohio State University /Leader Behavior Description Questionnaire (LBDQ)

Used to analyze leadership in numerous types of groups and situations.

Whetten and Cameron: Solving Problems Creatively

Using the rational approach Using the creative approach Fostering innovation in others

Avolio and Hannah noted

We find it rather curious that organizations in the United States recently spent approximately $12 billion on leadership development with little, if any, evidence to support the efficacy of these interventions."109

Jay Conger, well-known leadership researcher

Work experiences, bosses, special projects, role models, education all play a role in leadership development. Using an analogy with sports, ... not everyone can become an outstanding player despite coaching, yet most will benefit and improve their "game." A few will go on to become stars or outstanding leaders given coaching, extensive expe- riences, and personal drive.112

Fortune Magazine

Your competition can copy every advantage you've got—except one

Talent

___________________ is hardwired in people before they reach their early or mid-twenties

Sweeping generalizations

_______________________on the basis of the Lippitt and White studies are dangerous

the human-oriented

___________________democratic leader is effective in the intermediate range of favorableness ---, the leader may not be wholly accepted by the other members of the group, the task may not be completely structured, and some authority and power may be granted to the leader.

transformational, charismatic

___________________leaders seek to empower and elevate followers, while__________________ leaders may try to keep followers weak and dependent on them

Situations that promote charismatic leadership include

a crisis requiring dramatic change or followers who are very dissatisfied with the status quo.

Roles

activities are what leaders do.

dyadic (two-person) relationships

affect the behavior of both the leaders and their associates

Leadership

affected by both nature (genetics) and nurture (development).

the path-goal theory of leadership

an attempt to synthesize motivational and leadership processes.

indicators and predictors of true leadership

an individual's ability to find meaning in negative events and to learn from even the most trying circumstances

Iowa studies

analyzed the impact of autocratic, democratic, and laissez-faire styles

leader-member exchanges

are a reciprocal process

Skills

are concerned with how leaders can be effective

Genetic program

as it unfolds, it is greatly affected by the context in which it unfolds

statelike

authentic leadership is considered to be____________ and thus open to development and change.

Great person approach

became associated with the trait theory of leadership.

Avolio, Luthans and our colleagues

believe that authentic leadership is a needed approach.

Globalization

changed the traditional view of an organizational leader as "the heroic individual, often charismatic, whose positional power, intellectual strength, and per- suasive gifts motivate followers

This manager activity made largest relative contribution to the managers' effectiveness

communication and human resource management activities

The trait approach

concerned mainly with identifying the personality traits of the leader.

Leadership

defined in terms of group processes, personality, compliance, particular behaviors, persuasion, power, goal achievement, interaction, role differentiation, initiation of structure, and combinations of two or more of these.

path-goal conceptualization

depends heavily on directive, supportive, participative, and achievement-oriented styles of leadership.

Fiedler

developed what he called a contingency model of leadership effectiveness

Bennis

effective leadership cannot exist without the full inclusion, initiatives, and the cooperation of employees.

Tichy and Devanna

effective transformational leaders: 1. They identify themselves as change agents. 2. They are courageous. 3. They believe in people. 4. They are value driven. 5. They are lifelong learners. 6. They have the ability to deal with complexity, ambiguity, and uncertainty. 7. They are visionaries.

Benefit of a coaching system can

effectively be used to help identify and place the right new chief executive into the job (i.e., make the fit)

Continuous learning, going beyond metacompetancies.

emphasizes flexibility and identity, so strong that the individual leader is able to "learn how to learn" and therefore adapt to continually changing circumstances as found in today's environment.

democratic leadership

encouraged group discussion and decision making, leader tried to be "objective" in giving praise or criticism and to be one of the groups in spirit.

collective or group reactions

followers reciprocally shape leaders' self-schemas through their responses, both as individuals and through________________________________

Michigan group studies

found the employee-centered supervisor to be more effective than the production-centered supervisor.

Hardwiring

genetics and_______________________ may play in leadership

trait and group theories

have indirect implications for style, and the human-oriented, democratic, and task-directed styles play an important role in Fiedler's classic contingency theory

It is important to note that O.B. Mod. interventions

have used mainly non-financial rewards—feedback systems and contingent recognition/attention—in both manufacturing and service organizations.

Authentic Leadership Development (ALD)

heredity, life events, and specific leadership experiences all affect one's _________. A key to _______ is bringing the future to the present.125

Hersey and Blanchard's approach shows

how well managers can match the appropriate style with the maturity level of the group being led.

Ohio State studies

identified consideration (a supportive type of style) and initiating structure (a directive type of style) as being the major functions of leadership.

Katz

identified the technical, conceptual, and human skills needed for effec- tive management.

Great person theory of leadership

implied that some individuals are born with certain traits that allow them to emerge out of any situation or period of history to become leaders

Douglas McGregor

in which Theory X represents the traditional authoritarian style of leadership and Theory Y represents an enlightened, humanistic style.

Tactics that support effective coaching

include accessibility, attention, validation, empathy, support, compassion, and consistency.

Yukl

includes leadership skills such as creativity, organization, persuasiveness, diplomacy and tactfulness, knowledge of the task, and the ability to speak well.

modern charismatic, transformational, and authentic leadership theories

inspirational style with vision, and they "do the right thing" for their people.

authentic leadership

is the first to treat leadership as both a developmental process and product centered on authenticity

The meta-goal of the GLOBE program

is to develop, over time, an empirically based theory to describe, understand, and predict the impact of cultural variables on leadership, organizational processes, and the effectiveness of the leader and the processes.

Contemporary Leadership Development Approaches

leadership development is centered on competencies. In this approach, there are three ways that competencies have been derived: (1) research based (2) strategy based (3) values based

France

managers are traditionally chosen from the graduates of the grandes ecole

Genetics

may account for around a third of the variance in leadership style and emergence in leadership roles, but the majority still comes from development.

House

modern development of charasmatic leadership ---suggests that charismatic leaders are characterized by self-confidence and confidence in their associates, high expectations for associates, ideological vision, and the use of personal example

This manager activity had a statistically significant relationship with success and promotion.80

networking (19%) seems to be the key to success (as defined by rapid promotion)

The Ohio State studies started with the premise that________

no satisfactory definition of leadership existed

Hersey and Blanchard's life cycle represent a popular model but

not evidence-based, approach to leadership style.

Fred Fiedler

proposed the now classic situation-based, or contingency, theory for leadership effectiveness.

Positive psychologists

refer to authenticity as both owning one's personal experiences (thoughts, emotions, or beliefs, "the real me inside") and acting in accord with the true self (behaving and expressing what you really think and believe).

Theory Y

represents an enlightened, humanistic style

Theory X

represents the traditional authoritarian style of leadership

The effective managers' day-to-day activities

revolved around their people—keeping them informed, answering questions, getting and giving information, processing information, giving feedback and recognition, resolving conflicts, and providing training and development.

LMX theory

says that leaders treat individual followers differently

Implications of the Real Managers Study

significant difference between the activities of successful and effective managers.

authentic style consisting of both positivity (as measured by the psychological capital questionnaire or PCQ56) and transparency

significantly impacted followers' perceived trust and evaluations of leader effectiveness.57 In other words, there is evidence that an effective authentic style would be very transparent (i.e., very open, honest, and trustworthy) and positive (i.e., exhibit high levels of psychological capital or PsyCap that involves confidence, hope, optimism, and resiliency).

Success was defined in terms of the speed of promotion within an organization.

success index was calculated by dividing the managers' levels in their respective organizations by their tenure (length of service) there.

Fiedler's classic contingency theory

suggests that leadership styles must fit or match the situation in order to be effective, is the best known

Jim Collins, the author of best-selling books

suggests that the key for companies transitioning from "good to great" is what he calls Level 5 leadership.

The results were that leaders with high behavioral complexity

that have—the ability to play multiple, competing roles—produce the best performance, particularly with respect to business performance (growth and innovation) and organizational effectiveness.65

Avolio and Luthans

that how a person's genetic makeup engages and is affected by its environment is not stable. Instead, the genetic-environment interaction is elastic (i.e., changes) over time.

Bennis

the issue is not just interpreting and envisioning the future, or knowing where the puck is going to be, but being able to create the kind of meaning for people, the values that make sense to them, where there's enough trust in the system so it's going to stick."

Classic exchange theory

the leader provides more benefits/rewards than burdens/costs for followers.

Martin Evans and Robert House

the path-goal theory attempts to explain the impact that leader behavior has on associate motivation, satisfaction, and performance.

effectiveness is defined as

the perceived quantity and quality of the performance of a manager's unit and his or her work group members' satisfaction and commitment.

Charismatic leadership

those who "by the force of their personal abilities are capable of having profound and extraordi- nary effects on followers."

The Iowa, Ohio State, and Michigan studies

three of the historically most important leadership studies in the field of organizational behavior.

leadership triad by Zand

three primary areas to be developed are knowledge, trust, and power, There is research support for the importance of these108 and some

The goal of effective coaching

to move away from the concept that "managing equals controlling" and forward to the idea that "managing equals creating a context for coaching."127

leader's style is the key

to the formulation and implementation of strategy, plays an important role in work team members' creativity,49 team citizenship,50 emotion,51 and performance.52 Even humor and fun may play a role in leader effectiveness.53

This manager activity made by far the least relative contribution to the managers' effectiveness.85

traditional management activities, and especially the networking activities

Indirect Techniques for Developing Leadership Effectiveness

training, job design behavioral management

The scientific analysis of leadership started off by concentrating on the ____________________ to leadership.

trait approach

Conger and Kanungo

treat charisma as an attributional phenomenon and propose that it varies with the situation.

Gallup asked about 10,000 followers of all ages in all types of jobs what they wanted from their organizational leaders. They clearly answered

trust, compassion, stability, and hope.12

Authoritarian leadership

very directive and allowed no participation.

At first, leaders

were felt to be born, not made.

One survey indicated that only 35% percent of the companies surveyed

were satisfied with their investments in leadership development programs, leaving a great deal of room for improvement.121

Bedeian and Armenakis note

what they call the "cesspool syndrome," in which organiza- tions in decline lose their best employees first, leaving behind the "dreck," which then floats to the top.81

Pied Piper Effect

where job hopping by an effective leader can lead to defections and attrition among the subordinates who were under the departed leader.102

employees who don't care about rewards

will neutralize both supportive/relationship and instrumental/task leadership attempts

Theory X - Boss Centered Styles, Summary Continuum of Leadership Styles Drawn From the Classic Studies and Theories of Leadership

• Autocratic • Production centered • Close • Initiating structure • Task directed • Directive • Directive

Theory Y - Employee Centered Styles, Summary Continuum of Leadership Styles Drawn From the Classic Studies and Theories of Leadership

• Democratic • Employee centered • General • Consideration • Human relations • Supportive • Participative