Mana 4325 Test 1

Seven satisfactions of leaders

1. A feeling of power and prestige 2. A chance to help others 3. High income 4. Respect and status 5. Good opportunities for advancement 6. A feeling of being "in on things" 7. An opportunity to control money and other resources

Blake & Mouton's the leadership grid 2 dimensions:

Concern for people & concern for production

Charismatic/transformational approach

Depends on attributions of follower. The use, by a leader, of personal abilities and talents in order to have profound & extraordinary effects on followers

Contingency approaches

Depends on leader and situation. Approaches that seek to delineate the characteristics of situations and followers and examine the leadership styles that can be used effectively

Most effective visions are

Developed by leaders, those with strengths to influence to establish direction, communicated to followers and supported by them, comprehensive and detailed enough so all understands its meaning and direction

Hersey & Blanchard's Situational Leadership

Directing, coaching, supporting, & delegating Focused on the characteristics of followers as the important element of the situation, and consequently, of determining effective leader behavior

Leadership styles

Directive leadership, participative leadership, free-reign style

Big 5 - Neuroticism

Distressed, negative, critical

Big 5 - Agreeableness

Trusting, good natured, cooperative, soft hearted vs. antagonistic

Measuring leaders style according to Fiedler's theory

Leader style is assumed to be fixed: task-oriented, relationship-oriented

Path goal theory guidelines

1. Determine what outcomes subordinates are trying to obtain in the workplace 2. Reward subordinates for performing at a high level or achieving their work goals by giving them desired outcomes 3. Make sure subordinates believe that they can obtain their work goals and perform at a high level

Seven frustrations of leaders

1. Too much uncompensated work time 2. Too many "headaches" 3. Not enough authority to carry out responsibilities 4. Loneliness 5. Too many problems involving people 6. Too much organizational politics 7. The pursuit of conflicting goals

Path goal theory

A contingency theory which describes how leaders can motivate their followers to achieve group and organizational goals and the kinds of behaviors leaders can engage in to motivate followers.

Vision

A positive and future-focused image of what could and should be that focuses and energizes people; an essential requirement for effective leadership. A successful vision is leader-initiated, shared and supported by followers, comprehensive and detailed, and uplifting and inspiring

SWOT analysis

A thorough and objective study and analysis of the organization and its environment, including internal strengths and weaknesses, as well as external opportunities and threats

Schemas

Abstract knowledge structures, responsible for the organization and interpretation of information about targets of perception, based on past experiences and knowledge, resistant to change

Fiedler's contingency theory - How it's different

According to Fiedler, a leader's style is an enduring personality characteristic. A relationship-oriented leader cannot be trained to be task-oriented and vice versa

Contingency theories of leadership

Approaches that seek to delineate the characteristics of situations and followers and examine the leadership styles that can be used effectively

Fiedler: Position power

Authority associated with the leader's formal position in the organization

Lewin studies

Autocratic, democratic, laissez-faire

Uses of the MBTI

Based on the psychology of the abnormal rather than the normal, may have reliability or validity problems, doesn't lend itself to traditional training paradigm

Why create a vision?

Because the modern organization is composed of specialists, each with his or her own narrow area of expertise, its purpose must be crystal clear. The organization must be single-minded or its members will become confused. Only a focused and shared vision will hold an organization together and enable it to produce

Big 5

Categorizes traits into dimensions of openness to experience, conscientiousness, extroversion, agreeableness, and neuroticism Heavily researched with supportive findings

Mission

Central purpose of reason for existence; a clear, compelling statement that provides focus and direction; an organization's answer to the question, why do we exist? Two critical parts: core values guide the organization, core purpose is why the organization exists

Transition moments that define leadership

Change in role, change in business/stage in organization, situation creating values conflict

Kelly's theory of attributions

Consistency - Does person usually behave this way in this situation? If yes, seek an explanation Distinctiveness - Does person behave differently in different situations? If yes, external attribution. If no, internal attribution Consensus - Do others behave similarly in this situation? If yes, external attribution. If no, internal attribution

Areas of focus for effective strategies

Core competence, developing synergy, creating value for customers

Fiedler: Task structure

Degree of clarity, or ambiguity, in the group's work activities

Big 5 - Conscientiousness

Dependable, responsible, achievement orients, persistent vs. undisciplined 2nd most important

Where leaders learn to lead

Experience, examples, education

Myers-Briggs 4 dichotomies

Extroversion vs. Introversion Sensing vs. Intuition Thinking vs. Feeling Judging vs. Perceiving

Big 5 - Weaknesses

Fails to delimit definitive list of leadership traits, doesn't take into account situational effects, not useful for training and development

Focus of the Big 5

Focuses exclusively on leader: what traits they exhibit and who has them Personality assessments: organizations use personality assessments to find "right" people

Transactional Leadership

Focuses on clarifying employees' roles and providing rewards contingent on performance

Free-reign style

Follower centered, leader presents problems with boundaries, followers make the final decision, followers have as much freedom as leader

Common themes of visions

Has broad appeal, deals with change, encourages faith and hope, reflects high ideals, defines the destination and the journey

What a vision does

Links the present to the future, energizes people and gains commitment, gives meaning to work, establishes a standard of excellence and integrity

Ohio State Studies

Initiating Structure - leader behavior aimed at defining and organizing work relationships and roles; establishing clear patterns of organization, communication, and ways of getting things done. Consideration - leader behavior aimed at nurturing friendly, warm working relationships, as well as encouraging mutual trust and interpersonal respect within the work unit.

Strategy formation

Integrating knowledge of the environment, vision, and mission with the core competence in such a way as to achieve synergy and create customer value

Big 5 - Openness to experiences

Intellectual, imaginative, curious

Big 5 - Strengths

Intuitively appealing, credibility due to a century of research support, provides benchmarks for what to look for in a leader

Vision - Questions to ask

Is this the right time? Is this the right direction? Are these the right goals? Share with others and have it supported

Michigan Studies

Job centered & employee centered Production-oriented leader - Constant leader influence, direct or close supervision, many written or unwritten rules and regulations, focus on getting work done. Employee-oriented leader - Relationship-focused environment, less direct/close supervision, fewer written or unwritten rules and regulations, focus on employee concern and needs.

Directive leadership

Leader centered, leader presents the decision to followers, no one but the leader has a say, leader convinces followers his decision is right

Fiedler's contingency theory

Leader style is assumed to be fixed: task-oriented, relationship-oriented Situational favorableness determines style effectiveness "Least preferred co-worker" scale Goals are to select leaders for situations or change situations to better fit leaders

Fully functioning manager

Leader who builds a highly productive team of committed people

Country club manager

Leader who creates a happy, comfortable work environment

Sweatshop manager

Leader who emphasizes efficient production

Impoverished manager

Leader who exerts just enough effort to get by

Trait approaches

Leaders are born

Behavioral approaches

Leaders are made

Charisma

Leaders use referent power, potential for high achievement and performance, potential for destructive and harmful courses of action

Type of leader behaviors

Leadership effectiveness is influenced by interaction between four leadership styles/behaviors and contingency factors: Directive behavior, supportive behavior, participative behavior, achievement-oriented behavior

Components central to the phenomenon of leadership

Leadership is a process, involves influence, occurs within a context, involves goal attainment Leaders are not above followers, are not better than followers, rather an interactive relationship with followers

Caring leadership

Leadership marked by two principal aspects - commitment to a task and concern for people. The component of caring is the underlying requirement for successful leadership.

MBTI and leadership

Leadership potential in all 16 types. Dimensions reflect preference, not talent or capacity Types are not mutually exclusive - we are all to some extent or another, both types

Schema

Mental picture of an event or object

MBTI

Myers-Briggs Type Indicator is a popular and widely used means of assessing personality

Strengths & Weaknesses of the MBTI

Nonjudgemental, focus on preferences - not absolutes, most widely used instrument for self-awareness and teambuilding, results in an analysis of the relationship between leader and follower

Big 5 - Extraversion

Outgoing, talkative, social, assertive Factor most strongly associated with leadership & most important trait

Stereotypes

Overly simplified and often inaccurate beliefs about the typical characteristics of a particular group

The most important traits researchers found

Physical attributes, personality characteristics, social skills and speech fluency, intelligence and scholarship, cooperativeness, insight

Management involves 4 essential processes

Planning, organizing, directing, controlling

Dark side of charisma

Power for personal gain, promotes personal vision, censures critical or opposing views, demands own decisions accepted without question, insensitive to follower's needs, relies on convenient external moral standards

Blake & Mouton's the leadership grid

Production-oriented leader: Constant leader influence, direct or close supervision, many written or unwritten rules and regulations, focus on getting work done. Employee-oriented leader: Relationship-focused environment, less direct/close supervision, fewer written or unwritten rules and regulations.

Strategy implementation

Putting strategy into action by adjusting various parts of the organization and directing resources to accomplish strategic goals

Fiedler: Leader-member relations

Quality of interpersonal relationships among a leader and group members

The Least Preferred Coworker (LPC) scale

Relationship-oriented leaders want to be liked by and get along well with their subordinates. Relationships are priority one and getting the job done is the second priority. Task-oriented leaders want their subordinates to perform at a high level and accomplish all of their assigned tasks before considering relationships.

Instrumental Values

Represent the acceptable behaviors to be used in achieving some end state

Terminal Values

Represent the goals to be achieved, or the end states of existence

Dysfunctional Schemas

Schemas can result in inaccurate perceptions. Based on inaccurate information, assigned based on a single distinguishing characteristic, not always negative, may or may not be accurate, can lead to poor decisions and discrimination

Functional Schemas

Schemas help us make sense of a confusing array of sensory input, choose what information to pay attention to and what to ignore, and guide perceptions of ambiguous information

Leadership is popularly used to describe what takes place in these functions

Setting (establishing) a direction, providing resources to succeed, supporting the people to accomplish results

Participative leadership

Shared decision making, leader selects principles and methods, but allows suggestions from followers, leader presents the problems and followers give their ideas, leader makes final decision

Leadership

Social influence. It means leaving a mark. It is initiating and guiding, as the result in change. The process of influencing others to accomplish the mission by providing purpose, direction and motivation.

Core competence

Something the organization does extremely well in comparison to competitors

Perception

Spontaneous, like to keep your options open, like to be flexible

Hersey & Blanchard's Leadership Styles

Style can be changed - task behavior & relationship behavior. Situational factors look at maturity of followers. Task maturity - ability and experience. Psychological maturity - willingness to take responsibility. Goal is to train leaders to fit their style to the situation depending on the followers

Substitutes for leadership

Substitutes - A situational variable that makes leadership unnecessary or redundant. Neutralizers - A situational characteristic that counteracts the leadership style and prevents the leader from displaying certain behaviors

Blake & Mouton's the leadership grid 4 main combinations:

Sweatshop manager, country club manager, fully functioning manager, impoverished manager

Great Man Theory

Takes perspective that leaders are born, extends early beliefs of leaders as "great men." (and leadership was a male-oriented concept). A leadership perspective that sought to identify the inherited traits leaders possessed that distinguished them from people who were not leaders

Behavioral theories of leadership

Takes perspective that leaders are made, seeks to determine successful leadership behaviors, goal is to teach leadership behaviors

3 types of leaders

Teachers, heroes, rulers

Strategic leadership

The ability to anticipate and envision the future, maintain flexibility, think strategically, and initiate changes that will create a competitive advantage for the organization in the future. Most important function of a leader

Self-concept

The collection of attitudes we have about ourselves; includes self-esteem and whether a person generally has a positive or negative feeling about him/herself

Creating value for customers

The combination of benefits received and costs paid by the customer

Transformational Leadership

The elevation of the potential of followers beyond previous expectations; the ability to raise aspirations and achievements to new levels of performance primarily as a result of the intelligence, charm, and talents of a charismatic leader.

Tolerance for ambiguity

The extent to which individuals are threatened by or have difficulty coping with ambiguity, uncertainly, unpredictability, complexity. Organizational environments are characterized by more and more information, turbulence and complexity

Nature

The history of the human race is biographies of its leaders Leaders can be developed, environment is a factor

Developing synergy

The interaction of organizational parts to produce a joint effect that is greater than the sum of the parts

Laissez-faire

The leader fails to accept the responsibilities of the position; creates chaos in the work environment

Democratic leadership

The leader takes collaborative, reciprocal, interactive actions with followers; followers have high degree of discretionary influence

Autocratic leadership

The leader uses strong, directive, controlling actions to enforce the rules, regulations, activities, and relationships; followers have little discretionary influence

Nurture

The patterns of behavior regarded as acceptable in leaders differ from time to time and from one culture to another. The elements of time and circumstance seem to play a part in determining leadership. The same individual may exert leadership in one time and place and not in another.

Strategy

The science of planning; the process of giving definition to a vision, of focusing people and resources on specific objectives that can be measured; analysis of conditions and determination of initiatives; a requirement for successful leadership

Strategic management

The set of decisions and actions used to formulate and implement specific strategies that will achieve a competitively superior fit between the organization and its environment so as to achieve organization goals

Charismatic leadership theory

The use, by a leader, of personal abilities and talents in order to have profound & extraordinary effects on followers. Followers make attributions about leaders, some leaders are seen as extraordinary, more effective in certain situations (crisis, change)

Role of Charisma

Transformational Leadership - Charisma provides a vision and a sense of mission, inspire and build trust and respect

A vision must do what?

Work at multiple levels, be inspirational at all levels, encourage independent action, develop self-reference, be supported by the company leadership

Transformational leadership

can be used to describe the leadership of individuals such as Vince Lombardi. These leaders use optimism, charm, intelligence, and a myriad of other personal qualities to raise aspirations and transform individuals and organizations into new levels of performance