COM 360: Leadership Com Midterm

Joseph Rost

"Leadership is an influence relationship among leaders and their collaborators who intend real changes that reflect their mutual purposes."

James MacGregor Burns

"leadership is one of the most observed and least understood phenomena on Earth"

charismatic leaders

"superstars" of leadership. usually reserve this label for well-known political, social, and business leaders who have had significant impact on the lives of others. -developed by Weber -5 key components: extraordinary talents, unstable or crisis situation, radical vision for providing a solution to the crisis, group of followers who believe the extraordinary leader links them to powers that exceed usual limits, and a validation of the extraordinary leader's talents and power through repeated success -by describing charisma as a set of behaviors, the behavioral approach attempts to clarify what charisma is and to predict the effects of charismatic leadership. -The attribution approach defines charisma by the perceptions of followers. -the communication approach suggests that charisma is a specific form of communication. these leaders excel in 4 core functions of communication: relationship building, impression management, visioning, and influencing.

Leaders

-Create an agenda by establishing direction and communication long-range views of the big picture. Use a desirable and attainable goal for the future, known as a vision. -They mobilize others by aligning people. focuses on integration, teamwork, and commitment. -motivating and inspiring

Leslie White

-He says a symbol does not come from the intrinsic properties of the idea, concept, or object being represented -The value is "bestowed upon it by those who use it"

Communication

-This is based on the transfer of symbols which allows us to create meaning -the goal of this is to create a shared reality between message sources and receivers

Managers

-To focus creating an agenda, it involves planning and budgeting. they tend to focus on time frames, specific details, analysis of potential risks, and resource allocation. -They mobilize others through organizing and staffing, involves getting individuals with the right training in the right job and then getting them to carry out the agreed-upon plan. -controlling and problem-solving.

The Transactional Approach

-assumes that messages are sent and received simultaneously by source/receivers -the ongoing, continuous nature of the process of communication is implicit here

Dean Barnlund The 5 principles that reflect the basic components of human communication

-communication is not a thing, it is a process -it is not linear, it is circular -is complex -is irreversible -involves the total personality

Leadership

-is about who you are -about how you act -about what you do -about how you work with others

Communication

-not constant, is dynamic and ever changing -involves one person sending a message to another -involves negotiation of shared interpretations and understanding -irreversible -defines characteristic of a human being

Leaders are more likey to initiate and persist in unethical behaviors when they experience the following:

-pressure to meet aggressive goals -intense competition to maintain market share, profitability, etc. -organizational instability and uncertainty caused by downsizing, mergers, recessions, rapid technological developments... -perception of an outside threat -pressure from followers to engage in unethical behavior -organizational climates that encourage unethical behavior -pressure to conform -lack of checks and balances on both sides and outside the organization to check toxic behavior -cultural values that encourage destructive leadership

to provide effective leadership in meetings:

1. determine if a meeting is necessary before calling people together 2. have a clear agenda 3. lay the groundwork 4. maintain focus on the agenda throughout the meeting 5. listen to others 6. involve all participants 7. keep a record 8. evaluate the group's performance

important implications of the information-processing approach

1. develop your knowledge and experience base as a leader 2. acknowledge the power of categorization 3. know your audience 4. performance counts 5. be flexible 6. focus attention on the "we" not the "me"

5 major reasons why leaders choose to share power

1. distributing power increases the job satisfaction and performance of employees 2. sharing power fosters greater cooperation among group members 3. distributing power means collective survival-the group endures rather than fails 4. effective leadership helps personal growth and learning 5. sharing power prevents power abuses

How to skillfully blend feeling and thinking

1. perception, appraisal, and expression of emotion 2. attending to the emotions of others 3. emotional facilitation of thinking 4. understanding and analyzing emotional information and employing emotional knowledge. 5. regulation of emotion

Important causes or antecedents of bad leadership:

1. selfishness 2. narcissim (think highly of themselves) 3. machiavellianism (manipulative) 4. cognitive errors (poor decision making) 5. environmental factors

Models that focus on the task and interpersonal dimensions of leadership

1. the Michigan leadership studies 2. the Ohio State leadership studies 3. McGregor's Theory X and Theory Y 4. Black and McCanse's Leadership Grid

Leaders

1. uses symbols to create reality 2. communicate about past, present, and future 3. make conscious use of symbols to reach their goals

task and interpersonal are 2 primary communication dimensions

2 primary communication dimensions of leadership, they focus on work that needs to be done and the people who do the work. Recently change-oriented communication has emerged as a 3rd dimension.

1. schemata (interconnected bits of knowledge) stored in memory 2. on the categorization of followers and other elements of the situation

A leader's selection of a particular styles depends on these:

James Kouzes and Barry Posner

According to these authors, "When we think of leaders, we recall times of turbulence, conflict, innovation, and change." "When we think of managers, we recall times of stability, harmony, maintenance, and constancy."

Frank Dance

He defines symbols as abstract, arbitrary representations of reality agreed upon by human users

Dean Barnlund

He explains there are technically, in a sense, 6 people involved in a conversation 1- who you think you are 2- who you think the other person is 3- who you think the other person thinks you are 4- who the other person thinks he/she is 5- who the other person thinks you are 6- who the other person thinks he/she is

leadership, communication

The more ____ responsibility you have, the more our job will focus on ________

Paul Rosenfeld, Robert Giacalone, and Catherine Riordan

These 3 people offer the following guidelines for determining if impression management is beneficial or detrimental to an organization. Beneficial impression management helps the organization achieve its objectives by 1. promoting positive interpersonal relationships and increasing cooperation with both those inside and outside the organization 2. accurately portraying positive persons, events, or products to insiders and outsiders 3. facilitating decision making, helping management and consumers make the right choices. Detrimental or dysfunctional impression management damages the organization by 1)blocking or undermining relationships with those who work with business with the organization. 2)incorrectly casting people, events, or products in a negative light to insiders and outsiders, and 3) distorting information that results in managers and consumers reaching the wrong conclusions and decisions.

Symbols

These create reality and enable us to communicate about the past, present, and future

Leaders

These people achieve their goals by influencing how followers think of themselves. They tailor their styles to the self-concepts of followers, who may be individually, relationally, or organizationally, focused, and at the same time encourage followers to identify with collective values and goals.

Followers

These people employ schemas when selecting leaders. Those who most closely resemble the image of the ideal or prototypical leader generally get selected for the leadership role. -They also make inferences about a leader's effectiveness based on performance outcomes or cues.

Early social scientists

These scientists believed that leadership qualities were innate, an individual was either born with the traits needed to be a leader or he/she lacked the physiological and psychological characteristics necessary for successful leadership.

ethical leaders

These use impression management to reach group objectives rather than to satisfy selfish, personal goals.

Neal Ashkanasy and Peter Jordan

They argue that successful leaders effectively utilize emotions at 5 different levels of the organization (Multilevel Model of Emotion in Organizations, MMEO) 1- within the person (how leaders experience and respond to emotions) 2. between persons (use emotions to encourage followers) 3. interpersonal level (within the group) 4. group level (influences moods) 5. organizational level (emotional tone, like "fun")

James McCroskey and Virginia Richmond

They developed the Willingness to Communicate (WTC) scale to measure the predisposition to talk in a variety of situations. They report that overall scores are directly related to communication behavior. In the United States........ -high WTCs are more credible and attractive, they are opinion leaders -people who speak frequently in small groups are more likely to hold leadership positions -talkative people are more likely to be hired and promoted, stay longer than quiet colleagues -willing communicators rate themselves higher as competent communications and more skilled at using humor -high WTCs are rated as more socially and sexually attractive by members of the opposite sex -students who are more willing to communicate with people from different cultures have more friends from other countries, more willing to interact -those are are more willing to communicate are more open to change and enjoy tasks that require thought

Argumentation

This involves controversy and extended discussion over issues. Never confuse argument with verbal aggression, which attacks the self-worth of others. this produces a wide array of positive outcomes; verbal aggression is destructive.

vision

a concise statement or description of the direction in which an individual, group, or organization is headed. compelling visions provide people with a sense of purpose and encourage commitment

situational leadership approach

according to this approach, you should focus on the job maturity and psychological maturity of followers. A telling style (high task/low relationship) succeeds with followers who are both unskilled at the tasks and unwilling to do the job. A selling style (high task/high relationship) should be used with followers who lack skills but are willing. A participating style (low task/high relationship) should be employed when dealing with skilled followers who are unwilling. A delegating style (low task/low relationship) generates the best results with followers who are both skilled and willing

Contingency Model of Leadership

according to this model of leadership, our ratings of those with whom we do not want to work (LPC scores) can help us identify situations in which we would work most effectively. -Task-oriented leaders (low LPC scores) are more likely to succeed when conditions are highly favorable or unfavorable. -the most favorable conditions exist when the relationship between leaders and followers is good, the task is highly structured, and the leader's position power is strong. The least favorable conditions are when the leader-follower relationship is poor, the job is highly unstructured, and the leader's position power is weak. -Interpersonally oriented leaders (high LPC scores) are more likely to succeed when situational factors are neither extremely favorable nor unfavorable.

path-goal theory

according to this theory, leaders influence followers' perceptions of the task and goal. 2 factors are key when choosing a communication style: the nature of the followers and the nature of the task. Directive leader communication is most effective when followers are inexperienced of when the task is unstructured. Supportive leadership is appropriate when the task is stressful and dissatisfying and followers lack confidence and commitment. Participative leader communication is best when tasks are unstructured and followers feel uncertain as a result. Achievement-oriented leadership boosts follower's confidence that they can reach challenging goals and is most effective when performing unstructured tasks

situational approach

an approach to leadership that argues that the traits, skills, and behaviors necessary for effective leadership vary from situation to situation. the most commonly studied situational approaches are Fiedler's contingency model of leadership, path-goal theory, and Hersey and Blanchard's situational leadership theory.

traits approach

an approach to leadership that suggests that nature plays a key role in determining leadership potential. present-day researchers no longer accept the notion of the born leader but continue to be interest in how cognitive abilities, personality, motivation, social intelligence, and problem-solving skills shape performance and the perceptions of leadership effectiveness.

Leadership.

attracts universal attention. Historians, philosophers, and social scientists have attempted to understand and to explain leadership for centuries. -fundamental element of the human condition. wherever society exists, leadership exists. -must account for its universal nature. Leadership seems to be linked to what it means to be human. -What makes us unique as humans is our ability to create and manipulate symbols-abstract, arbitrary representations of reality

Bernard Bass

claims "an effort to influence others is attempted leadership"

What contributes to variations in leader effectiveness

communication style. it is a relatively enduring set of communicative behaviors that a leader engages in when interacting with followers.

empowerment process

components of this process include modifying the environment to eliminate situational factors that create feelings of powerlessness; building intrinsic motivation through meaning, choice, competence, and impact; supplying information and other resources

Paul Hersey

defines leadership as "any attempt to influence the behavior of another individual or group"

The interaction model

describes communication as a process of sending messages back and forth from sources to receivers and receivers to sources

Leadership is about how you work with others

emphasizes collaboration. mutual purposes and work together to reach their goals

Leadership is about who you are

focuses on leader traits and attributes and is one of the oldest ways of conceptualizing leadership. "born leaders"

Leadership is about what you do

focuses on the importance of followers. channel their influence and encourage change in order to meet the needs or to reach the goals of a group

Mats Alvesson

focuses on the influence process, argues that leadership is a "culture-influencing activity" that involves the "management of meaning"

Joseph Rost

found 221 definitions of leadership published in books and articles between 1900 and 1990

Mary Kay Cosmetics

founded in 1963 by the late Mary Kay Ash, the company has more female employees earning over 50,000 per year than any other organization in the world

a small group has 5 essential elements

from a communication viewpoint, this type of group has these elements 1. common purpose or goal 2. interdependence 3. mutual influence 4. ongoing communication 5. size of 3-20 members

Shared leadership

group and organizational members share the responsibility for achieving collective goals, can take several different forms

Stale Einarsen

he and his group outlined 5 types of leadership behaviors 1. constructive leadership behavior- supports both organization and subordinates, they motivate and inspire employees and use resources wisely to reach goals 2. tyrannical leadership behavior- serves organizational goals at the expense of followers, highly competent, abusive to subordinates 3. derailed leadership behavior- works against the interests of organization and subordinates, skip work etc. 4. supportive-disloyal leadership behavior- profollower but antiorganization, allow to steal etc 5. laissez-faire leadership behavior- undermines the organization and subordinates, avoids interacting with followers when they can etc.

Robert Kelley

he sums up the work of followers and leaders saying "both roles can result in an award-winning performance or a flop. the greatest successes require that the people in both roles turn in top-rate performances. we must have great leaders and great followers"

John Kotter

he uses 3 central activities to highlight the differences between management and leadership: creating an agenda, developing a human network for achieving the agenda, and executing the agenda.

transformational approach

in the late 1970s, this approach emerged as a new perspective for understanding and explaining leadership -it contrasts traditional leadership (transactional) with a more complex and potent type of leadership. motivational appeals of this type of leader is designed to satisfy basic humans needs -these appeals go beyond the basic needs to satisfy a follower's higher level needs. -these leaders are creative, interactive, visionary, empowering, and passionate. -innovated and foresighted. constantly challenge status quo by seeking new ideas, products, and ways of performing tasks. -able to articulate and define ideas and concepts that escape others -communicating a vision is most important of these leaders. -empower others, encourage participation and involvement. ideas from followers do not pose a threat to the leader. know how to give power away and make others feel powerful -passionately committed to work. love their job, affection for people they work with. this motivates others to perform to their highest levels.

Leading the Journey empowerment model

in this empowerment model, leaders determine vision and direction, remove obstacles, develop ownership, and stimulate self-directed action

constructive organizational politics

in this type of politics, leaders use their informal power to foster collaboration and to hep the organization reach its objectives. politically skilled leaders understand power and themselves, demonstrate awareness of the political environment, and develop their interpersonal skills to influence others

Leadership

is human (symbolic) communication that modifies the attitudes and behaviors of others in order to meet shared group goals and needs

Leaders vs. Followers

leaders- exert a greater degree of influence and take more responsibility for the overall direction of the group followers- more involved in implementing plans and carrying out the work we shift between both, as a student is a follower, but then leader in a project *they are relational partners who play complementary roles.

How to achieve goals as a leader

manage the impressions others have of you. generate positive images through the use of framing, scripting, staging, and performing

beneficial impression management

promotes positive interpersonal relationships and cooperation, accurately portrays people, events, or products; and facilitates effective decision making

Michael Harvey

says "Leaders frame stories and events to help followers understand the world, themselves, and other groups, as well as to identify or solve problems"

Barbara Kellerman

says bad leadership falls into 2 categories, ineffective and unethical and is exhibited through destructive behaviors and dysfunctional personality characteristics. -identified 7 types of "bad" leaders- 1. incompetent 2. rigid (unyielding) 3. intemperate (lack self-control) 4. callous (uncaring) 5. corrupt (lie, cheat) 6. insular (disregard welfare of others outside of group) 7. evil

Stephen Denning

says that leadership is an "interactive" endeavor largely shaped by narrative, he proposes that there are 8 general categories of stories that leaders can use to assist in achieving their goals 1. sparking action -describing how a successful change was implemented in the past, allows listeners to imagine how a change might work in their situation 2. communicating who you are- stories reveal your identity to an audience, building trust and creating a connection 3. communicating the brand- stories designed to communicate brand image to the customers 4. transmitting values- stories reflect and reinforce organizational values by telling audience members "how things are done around here" 5. fostering collaboration- stories encourage people to work together by generating a narrative to illustrate common concerns and goals 6. taming the grapevine- stories highlight the incongruity between rumors and reality 7. sharing knowledge- stories focus on problems and show how corrections were made and why the solution worked 8. leading people into the future- stories evoke images of a desire future

John Kotter

says the outcomes of management and leadership differ significantly. -management produces orderly results -leadership leads to useful change

Leadership is about how you act

the exercise of influence or power. to identify leaders, we determine who is influencing whom

functional approach

the underlying assumption of the _________ approach is that leaders perform certain functions that allow a group or organization to operate effectively. You will likely be considered a leader if you perform 1)task-related roles that contribute to the organization and completion of group tasks and/or 2)group-building and maintenance roles that develop and maintain supportive and healthy interpersonal relationships.

Information-processing theory

theory that looks inside the minds of leaders and followers to determine how they select and respond to communication styles.

transformational vs. charismatic leadership

these 2 types of leadership overlap but yet have distinct approaches. both achieve outstanding results. -charismatic leadership is more person centered and the charismatic leader is more likely to direct than to empower followers.

5 primary approaches for understanding and explaining leadership

these approaches have evolved over the past 120 years, the traits approach situational approach functional approach relational approach transformational approach

groups

these charged with making decisions are more likely to succeed when they use communication to fulfill key problem-solving functions-analysis of the problem, goal setting, identification of alternatives, and evaluation of solutions-through the use of the Standard Agenda and Single Question Format

groups

these evolve over time. group decisions and leaders emerge as this changes and matures.

emergent group leaders

these group leaders are leaders who aren't appointed by someone outside the group. they are selected through a process of elimination called the method of residues. leader contenders are eliminated until only one remains

Laissez-faire leaders

these leaders can be called a nonleadership -affords followers a high degree of autonomy and self-rule while offering guidance and support when requested -does not directly participate in decision making unless requested to do so by followers or if such intervention is deemed necessary to facilitate task completion -works best when used with highly knowledgeable and motivated experts

Democratic leaders

these leaders engage in supportive communication that facilitates interaction between leaders and followers. -the leader adopting this communication style encourages follower involvement and participation in the determination of goals and procedures -these leaders assume that followers are capable of making informed decisions -this style is often most effective, being associated with increased follower productivity, satisfaction, and involvement/commitment

Authoritarian Leaders

these leaders maintain strict control over followers by directly regulating policy, procedures, and behavior. -create distance between themselves and their followers as a means of emphasizing role distinctions. -many believe that followers would not function effectively without direct supervision. -the leader generally feels that people left to complete work on their own will be unproductive. -this leadership can boost output, but reduces follower satisfaction and commitment

group members

these people prefer leaders who rely on power associated with the unique characteristics of the person (expert and referent) rather than leaders who rely on power related to their position (coercion, reward, legitimate)

compliance-gaining strategies

these strategies are the verbal tactics used to influence others in face-to-face encounters. in the interpersonal context, use "friendly persuasion"-positive strategies that put you and the other party in a positive frame of mind. As a leader in the organizational context, take a rational yet flexible approach. Offer reasons for compliance but switch tactics when appropriate. *Don't use hard tactics like applying pressure or appealing to authority, use soft tactics such as consulting with others, pointing out benefits, using enthusiasm. Don't mix hard tactics with soft tactics.

"selfleaders"

these types of leaders are followers who act on their own through self-behavior modification, finding enjoyment in the task, and building self-confidence through positive thinking

"superleaders"

these types of leaders help followers learn to lead themselves, guiding them from dependence to independence.

Peter Block and Robert Greenleaf

they discuss concepts such as "stewardship" and "servant leadership" in defining leadership as a partnership with followers

relational approach

this approach to leadership shifts the focus from the characteristics of leaders and followers (traits and situational) and leadership behaviors (functional) to the relationships between leaders and followers. According to the vertical dyad linkage (VDL) theory, some followers (in group) enjoy a closer relationship with their leaders than other follower (out group). In group leader-follower exchanges are marked by higher levels of trust, mutual influence, and support than out group exchanges

Negotiation

this is back-and-forth communication aimed at reaching a joint decision when people are in disagreement. the most effective is when there are solutions that benefit both parties. to do so, you need to build a cooperative atmosphere, take the perspective of the other person, and view the discussion as a problem-solving process

power

this is defined as the ability to influence others. leadership is impossible without this since a leader must modify attitudes and behaviors. Influencing others does not automatically qualify as leadership; this must be used in pursuit of group goals to merit leadership classification

credibility

this is the key to any successful influence attempt. -it is built on perceptions of our competence, trustworthiness, and dynamism. -enhancing this through self-presentation behaviors that establish commonalities with your audience and distance yourself from untrustworthy groups. Avoid jargon and modify your nonverbal behaviors. Build quality relationships with followers through discovering yourself, increasing your skills and confidence, appreciating constituents, affirming shared values, developing capacity, serving a purpose, and sustaining hope.

Leader-member exchange (LMX) theory

this theory focuses on the quality of the relationship between an individual leader and follower. Followers in high-quality (high-LMX) relationships are generally more productive and satisfied. Establish partnerships with all of your followers, not a few. The greater the number of high-quality relationships you build with followers, the higher the likely performance of your organization.

joint problem-solving negotiation

this type of negotiation involves separating the people from the problem, identifying the interest of each party, brainstorming options for mutual gain, and basing the settlement on objective criteria

ecological power

this type of power arises out of control over the physical environment, technology, and how work is organized

information power

this type of power is based on access to, and distribution of, data

coercive power

this type of power is based on the ability to administer punishment or to give negative reinforcements

expert power

this type of power is based on the person, not the position. these people are influential because they supply needed information and skills

referent power

this type of power is role model power

legitimate power

this type of power resides in the position rather than in the person. people with this power have the right to prescribe our behavior within specified parameters.

reward power

this type of power rests on the ability to deliver something of value to others

powerful talk

this type of talk makes speakers seem knowledgeable and confident; ______-less talk is tentative and submissive. -language features are considered this

how to emerge as a leader

to become this, avoid actions that eliminate you from contention like being silent, constantly joking around, or trying to impress others with your knowledge. *Participate frequently in the group discussion, make constructive contributions, demonstrate your competence, and help build a cohesive unit.

How to sway others to your point of view

to do this, you must avoid aggression and develop argumentative competence. this consists of stating the controversy in propositional form, inventing arguments, presenting and defending your position, attacking other positions, and managing interpersonal relations.