Management Series 8
Level 5- Executive
Builds excellence through dedication and humility
Level 3- Manager
Compenent Contributes manages, team members and assets to reach set objectives
Pragmatic survivor
A follower who has qualities of all 4 follower styles, depending on which fits the prevalent situation
Work-related characteristics of leader
Achievement drive Drive to excel Conscientiousness Persistence, tenacity
Humility
means being unpretentious and modest rather than arrogant and prideful
Interactive Leadership
means that the leader favors a consensual and collaborative process, and influence derives from relationships rather than position power and formal authority
Critical thinking
means thinking independently and being mindful of the effect of one's behaviors on achieving goals
6 Interpersonal Influnce Tactics for Leaders
1. Use rational persuasion 2. Help people like you 3. Rely on the rule of reciprocity 4. Develop allies 5. Be assertive- ask for what you want 6. Make use of higher authority
Strengths
are natural talents and abilities that have been supported and reinforces with learned knowledge and skills
Transformational leaders
are similar to charasmatic leaders, but they are distinguished by their special ability to bring about innovation and change by recognizing follower's needs and concerns, providing meaning, challenging people to look at old problems in ways, and acting as role models for the new values and behaviors
Consideration
falls in the categpry of people-oriented behavior and is the extent to which the leader is mindful of subordinates, respects their ideas and feelings, and establishes mutual trust
Charasmatic Leadership
has the ability to inspire and motivate people to do more than they would normally do, despite obstacles and personal sacrifice
Active Follower
participates fully in the organization, engages in behavior that is beyond the limits of the job, demonstrates a sense of ownership, and initiates problem solving and decision making
Network of relationships
people who are enmeshed in a network of relationships have greater power
Personal effort
people who show initiative, work beyond what is expected of them, take on undesirable but important projects, and show interest in learning about the organization and industry often gain power
Legitimate power
power coming from a formal management position in an organization and the authority granted (supervisors)
Expert power
power resulting from a person's special knowledge or skill regarding the tasks being performed
Entrusting style
provides a little direction and little support because the leader turns over responsibility for decisions and their implementation to subordinates
Willingness
refers to a combination of confidence, commitment, and motivation, and a follower may be high or low on any of the 3 variables
Gender Differences in Leadership Behaviors
Develops others Drives for results Inspires and Motivates Others Innovates Builds Relationships Technical and Professional Expertise
What did women score higher on then men?
Female managers scored significantly higher than men on abilities such as motivating others, fostering communication, and listening and were rated higher on social and emotional skills which are crucial for interactive leadership
Leadership Qualities
Soul Visionary Passionate Creative Flexible Inspiring Innovative Courageous Imaginative Experimental Initiates change Personal power
French & Raven
Sources of Leadership Power
Soft power
includes expert power and referent power, which are based on personal characteristics and interpersonal relationships more than on a position of authority
What style works best for moderate readiness followers?
Coaching and supporting styles
The Basic Idea of Fiedler's Theory
match leader's style with the situation most favorable for his or her effectiveness. By diagnosing leadership style and the organizational situation, the correct fit can be arranged
Dysfunctional Leaders
Angry Paternal/Maternal Deviant Aggressive Incompetent Divisive Egotistical Paranoid
Effective follower
is a critical, independent thinker who actively participates in the organization
Coaching style
one where the leader explains decisions and gives subordinates a chance to ask questions and gain clarity and understanding about work tasks
High Focus on People Needs
Supporting and Coaching
Personal Power
an individuals knowledge or personal characteristics
Vision
is an attractive, ideal future that is credible yet not readily attainable
Consideration: People-oriented
- Is mindful of subordinates - Establishes mutual trust - Provides open communication - Develops teamwork
Job-centered leaders
- Structures the jobs of subordinates - Closely supervises to see that designated tasks are performed - Uses incentives to spur production - Determines standard rates of production based on procedures and time studies
"Great Man" approach
Find out what made these people great and select future leaders who already exhibited the same traits or who could be trained to develop them
Level 2 - Team Member
Contributing Contributes Individuality, works well in groups
Optimism
has been paired with "reality testing" and conscientiousness
Employee-centered leaders
-Focuses attention on specifics - Specifies objectives - Communicates objectives to subordinates - Gives subordinates considerable freedom to achieve goals
Characteristics of an Authentic Leaderships
1. Authentic leaders pursue their purpose with passion 2. Authentic leaders practice solid values 3. Authentic leaders lead with their hearts as well as their heads 4. Authentic leaders establish connected relationships 5. Authentic leaders demonstrate self-discipline
Styles of followership
1. Conformist 2. Passive 3. Effective 4. Alienated Pragmatic survivor
Parts of the Leadership Grid
1. Country Club Management 2. Team Management 3. Middle-of-the-Road Management 4. Impoverished Management 5. Authority-Compliance
Levels of Leadership
1. Individual 2. Team Member 3. Manager 4. Leader 5. Executive
Situational Favorableness
1. Leader-Member Relations 2. Task Structure 3. Leaders Position Power
Impact of Charasmatic Leadership usually comes from
1. Stating a lofty vision of an imagine future that employees identify with 2. Displaying an ability to understand and empathize with followers 3. Empowering and trusting subordinates to accomplish results
Middle-of-the-Road Management
Adequate organization performance is possible through balancing the necessity to get out the work with maintaining morale of people at a satisfactory level
Gender Differences
Although both men and women can practice interactive leadership, research indicates that men and women's styles of leadership is typically different
Level 1 - Individual
Capable Contributes Talent, Skills, Knowledge
Remember #3
Charasmastic Leaders tend to be less predictable because they create an atmosphere of change
Michigan Behavioral Approaches Studies Overview
Compares the behavior of effective and ineffective supervisors
High Focus on Tasks
Directing and Coaching Styles
Initiating Structure: Task-oriented
Directs subordinate work activities toward goal - Typically gives instructions, spends time planning, and emphasizes deadlines - Provides explicit schedules of work activities
Level 4- Leader
Effective Stimulates high standards; champions dedication to vision
Authority-Compliance
Efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimum degree
Parts of the Michigan Studies
Employee-centered leaders Job-centered leaders
Phyiscal Characteristics of leaders
Energy Phyiscal stamina
Low Focus on People Needs
Entrusting and Directing
Low Focus on Tasks
Entrusting and Supporting
Impoverished Management
Exertion of minimum effort to get required work done is appropriate to sustain organization membership
2 Types of Personal Power
Expert & Referent
Who did the situational model of leadership originate from?
Hersey and Blanchard
Top 5 Qualities in a Follower
Honest, Competent, Dependable, Cooperative, Loyal
Top 5 Qualities in a Leader
Honest, Competent, Forward-looking, Inspiring, Intelligent
Social characteristics of a leader
Interpersonal skills Cooperativeness Ability to enlist cooperation Tact, diplomacy
Intelligence and Ability
Judgment, decisiveness Knowldge Intelligence, cognitive ability
One effective approach in today's environment
Level 5 leadership, which is characterized by an almost complete lack of ego (humility), coupled with a fierce resolve to do what is best for the organization (will)
The Basic difference between manager and leader
Management organizes the production and supply of fish to people, whereas leadership teaches and motivates people to fish. Organizations need both types of skills
Studies on effective leaders
May be high on consideration and low on initiating structure or low on consideration and high on initiating structure
Manager Qualities
Mind Rational Consulting Persistent Problem solving Tough-minded Analytical Structured Deliberate Authoritative Stabilizing Position power
What is the single characteristic most common in top executives?
Optimisim
Ohio State Behavioral Approaches Studies
People-oriented Task-oriented
Personal Characteristics of Leader
Physical Characteristics, Personality, Work-related characteristics, Intelligence and ability, social characteristics, Social Background
Personality of a leader
Self-confidence Honesty & integrity Enthusiasm Desire to lead Independence
Reward power
Stems from the authority to bestow rewwards on other people (managers)
Leadership
The ability to influence people toward the attainment of organizational goals
Remember #1
The attitudes and behaviors of leaders shape the conditions that determine how well employees can do their jobs; thus, leaders play a tremendous role in the organization's success
Country Club Management
Thoughtful attention to the needs of people for satisfying relationships leads to a comfortable, friendly organization atmosphere and work tempo
What did women score lower on?
Typically rated lower on developing a strategic perspective, which some people believe hinders women from advancement
Innovates
Women and men rated equally
Technical or Professional Expertise
Women and men rated equally
Builds Relationships
Women rated higher
Develops others
Women rated higher
Drives for results
Women rated higher
Inspires and Motivates others
Women rated higher
Team Management
Work accomplishment is from committed people; interdependence through a common stake in organization purpose leads to relationships of trust and respect
Leaderhship Grid
a two-dimensional leadership model that measures the leader's concern for people and concern for production to categorize the leader in one to five different leadership styles
Path-goal Theory
based on specifying a leader's style or behavior that best fits the employee and work environment in order to achieve a goal
The 2007-2008 crisis
can be blamed on leaders that grew overconfident and led their organizations astray
Transactional Leaders
clarify the role and task requirements of subordinates, initiate structure, provide appropriate rewards, and try to be considerate and meet the social needs of subordinates.
Referent power
comes from an individual's personal characteristics that command other's identification, respect, and admration so they wish to emulate that individual
Conformist
is a follower who participates actively in the organization but does not use critical thinking skills
Directing style
is a highly dictating style and involves giving explicit directions about how tasks should be accomplished
Contingency Approaches
is a model of leadership that describes the relationship between leadership styles and specific situations
Alienated follower
is a person who is an independent, critical thinker but is passive in the organization
Information
is a primary business resource, and people who have access to information and control are typically more powerful
Neutralizer
is a situational variable that counteracts a leadership style and prevents the leader from displaying certain behaviors
Substitute for Leadership
is a situational variable that makes a leadership style redundant or unnecessary
Passive Follower
is characterized by a need for constant supervision and prodding by superiors. Often regarded as laziness; a passive person does nothing that is not required and avoids added responsibility
Supporting style
is one where the leader shares ideas with subordinates, gives them a chance to participate, and facilitates decision making
Passive follower
is one who exhibts neither critical independent thinking nor active participation
Initiating success
is the degree of task behavior; that is, the extent to which the leader is task oriented and directs subordinate work activities to goal attainment
Influence
is the effect that a person's actions have on the attitudes, values, beliefs, or behavior of others
Fiedler's Contingency Theory
is the extent to which the leader's style is task oriented or relationship (people) oriented; Fiedler considered a person's leadership style to be relatively fixed and difficult to change
Power
is the potential ability to influence the behavior of others
Hard power
is the power that stems largely from a person's position of authority and includes legitimate, reward, and coercive power
Situational model of leadership
links the leader's behavioral style with the readiness level of followers; approach focuses on the attention of followers in determining appropriate leadership styles
Uncritical thinking
means failing to consider posibilities beyond what one is told, accepting other's ideas without thinking
Authentic Leadership
refers to individuals who know and understand themselves, who espouse and act consistent with higher-order ethical values, and who empower and inspire others with their openness and authenticity
Ability
refers to the amount of knowledge, experience, and demonstrated skill a subordinate brings to the task
Coercive power
the authority to punish or recommend punishment (demote employees, criticize them, or withhold pay increases)
Traits
the distinguishing personal characteristcs of a leader, such as intelligence, honesty, self-confidence, and even appearance
Servant Leadership
transcends self-interest to serve others, the organization, and society
What do employee-centered leaders focus on
» human aspects of subordinates' problems » building effective work groups with high performance goals
Remember this #2
• Alan Mulally applied both skilled management and good leadership in his turnaround of Ford Motor Company • Management promotes stavility and efficient organizing to meet current commitments, whereas leadership often inspires engagement and organizational change to meet new conditions • Leadership and management reflect 2 different sets of qualities
