Fall HRE 3723 midterm Henriquez

Task-Related Attitudes & Behavior

-Adaptability to the situation -Direction setting -High-performance standards -Concentrating on strengths of group members -Risk-taking with execution of plans -Hands-on guidance and feedback -Ability to ask tough questions -Organizing for collaboration

Relationship-Oriented Attitudes & Behavior

-Aligning people -Openness to worker opinions -Creating inspiration and visibility -Satisfying higher-level needs -Giving emotional support and encouragement -Promoting principles and values -Being a servant leader -Focus on serving others - employees, customers, -community -Moral leadership -Act as role model

Leadership During a Crisis

-Crisis leadership is the process of leading group members -through a sudden and largely unanticipated, intensely -negative, and emotionally draining circumstance. • Be decisive • Lead with compassion • Thinks strategically (see the big picture) • Reestablish the usual work routine • Avoid a circle-the-wagons mentality • Display optimism • Prevent the crisis through disaster planning • Provide stable performance • Be a transformational leader

Entrepreneurial Leadership

-Strong achievement drive and sensible risk taking -High degree of enthusiasm and creativity -Typical pattern of being proactive -Tendency to act quickly when opportunity arises -Visionary perspective combined with tenacity -Dislike of hierarchy and bureaucracy -Preference for dealing with external customers -Eye on the future

Characteristics of Charismatic Leaders

-visionary -Masterful communication skills -Ability to inspire trust -Ability to make group members feel capable -Tactful in social situations -Energy and action orientation -Emotional expressiveness and warmth -Romanticize risk -Unconventional strategies -Self-promoting personality -Test employees -Dramatic and unique

Leadership Styles

A leader's behavior begins to reveal a consistent, regular, predictable pattern of dealing with group members. This consistency then reveals a pattern of behavior which characterizes the leader's actions into one of three styles:

DIEHARDS:

Are prepared to die if necessary for their cause, whether an individual, an idea, or both • Deeply devoted to their leaders - OR - ready to remove them from positions of power, authority, and influence by any means necessary • Defined by their dedication • Is all-consuming - it is who you are - it determines what you do • They are rare - fortunately • There are only so many diehards a society can take - And, there are only so many followers willing to play the part

Substitutes for Leadership

At times, competent leadership is not necessary, and incompetent leadership can be counterbalanced by factors in the work situation.

Cognitive Factors:

Cognitive or Analytical Intelligence • Practical Intelligence • Knowledge of the Business or Group Task • Creativity • Insight into People and Situations • Farsightedness and Conceptual Thinking

ISOLATES: follower

Completely detached • There to do what they must to get by and nothing more • Alienated from the system, the group, the organization • Silent and ignored

Relationship-Oriented Attitudes & Behavior

Focus is more on interpersonal relationships

Task-Related Attitudes & Behavior

Focus is more on the task to be performed than on the interpersonal aspects of leadership

Transformational Leadership

Focuses on what the leader accomplishes, yet it still pays attention to the leader's personal characteristics and his/her relationship with group members. Helps bring about major, positive changes by moving group members beyond their self-interests and towards the good of the group, organization, or society. Essence is in developing and transforming people. In contrast, TRANSACTIONAL leadership is focused on routine transactions and rewarding group members for meeting standards.

Influence Tactics

Influence tactics are often viewed from an ethical perspective.

Personality Traits of Effective Leaders

Leaders have certain personality traits that contribute to leadership effectiveness in many situations - as long as the leader's style fits the situation reasonably well.

Cognitive Factors & Leadership

Leaders must have problem-solving and intellectual skills to gather, process, and store essential information effectively. • These skills are referred to as cognitive factors.

Autocratic Leadership

Leaders retain authority and make all decisions assuming group members will comply. Considered task-oriented leaders as their focus is on getting tasks accomplished. Typical behaviors include telling, asserting, and serving. Is effective in certain situations. Does not necessarily imply the leader is impulsive or stubborn

Leadership vs. Management

MANAGEMENT: • Provides order, consistency, and predictability • Top-level managers manage/maintain organizations • Implements a vision • Effective managers also lead LEADERSHIP: • Provides change and adaptability • Top-level leaders transform organizations • Creates a vision • Effective leaders also manage

BYSTANDERS:follower

Observe, but do not participate • Make deliberate decisions to stand aside and disengage from leaders and the group dynamic • Their withdrawal is a declaration of neutrality that amounts to support for whoever • They do nothing even when doing something is not especially costly or especially risky • Free riders - content to let others make the group's decisions and do the group's work

3 Leadership Styles

Participative Consultative - Consensus - Democratic Autocratic Entrepreneurial

Leadership Effectiveness

Refers to attaining desirable outcomes such as productivity, quality, and satisfaction in a given situation.

Does Leadership Impact Organizational Performance?

Research shows leadership matters when: • Leader is perceived to be responsible and inspirational. • Leaders throughout the organization are involved in making decisions and these individuals are knowledgeable about the problem to be resolved. • Leaders change, company performance changes. • Statistical analysis suggests the leader might be responsible for between 15-45 percent of a firm's performance. • Study findings have shown the leader's activities have a 66 percent probability of achieving a positive outcome in an organization's performance.

Is Leadership Satisfying or Frustrating?

Satisfying: • Power and prestige • Help others grow & develop • Increase income • Respect & status • Opportunity to advance • "Being in on" things • Control money & other resources Frustrating: • Uncompensated overtime • Too many "headaches" • Perform - or - perish • Insufficient authority • Loneliness • Too many people problems • Organizational politics • Pursuit of conflicting goals • Unethical perceptions

Participative Leadership

Share decision making with group members Encompasses the team approach as leaders accept suggestions from group members related to managing the operation Divided into three subtypes: -Consultative (Leaders confer with group members before making a decision, but the leader retains the final authority to make decisions.) -Consensus (Leaders strive for consensus in discussions, and decisions are made reflecting a general agreement the group members support.) -Democratic (Leaders confer final authority to group members. Do be aware this leadership style can be time-consuming and does result in reducing the power of the leader)

Skill Development in Leadership

Studying the textbook assists with developing your personal leadership skills through the following textbook elements: • Conceptual information and behavioral guidelines • Conceptual information demonstrated by examples and brief descriptions of leaders in action • Experiential exercises • Feedback on skill utilization, or performance, from others • Practice in natural settings

Meaning/ definition of leadership

The ability to inspire confidence and support among the people who are needed to achieve organizational goals.

Model of Power and Influence

These influence tactics are in turn moderated, or affected by: • The leader's traits • The leader's behaviors • The situation

Influence Tactics

Three categories of influence tactics: • Those that are essentially honest and ethical • Those that are essentially neutral with respect to ethics and honesty • Those that are essentially manipulative and dishonest

Task-Related Traits

Traits closely associated with task accomplishment

General Personality Traits

Traits observable both within and outside the context of work - and related to success and satisfaction in both work and personal life.

•Substitutes exist for leadership

factors in the work environment that provide guidance and incentives to perform, make the leader's role almost superfluous

A framework for understanding leadership

leadership effectiveness equals combined influence of three sets of factors. leader characteristics, behaviors and styles Group member characteristic and behavior context internal and external enviroment

PARTICIPANTS:follower

• Are in some way engaged • They either clearly favor their leaders and groups and organization - OR - they are clearly opposed • They invest their engagement to try to have an impact • By and large, leaders WANT followers who are participants - assuming they are in support and not in opposition • There are those followers who while generally supportive of their leader and of the organization of which they are members, nevertheless go their own way

Contingency/Situational Factors

• Decision Significance to the success of a project or the organization • Importance of Commitment of the team to the decision • Leader Expertise and knowledge in relation to the problem • Likelihood of Commitment of the team to a decision if the leader makes the decision on his/her own • Group Support of the team in relation to the organization's objectives at stake in the problem • Group Expertise of the team members in relation to the problem • Team Competence of the team members ability to work together in solving problems

Leadership Motives

• Effective leaders have frequently been distinguished by their motives and needs. • Leaders have an intense desire to occupy a position of responsibility for others and to control them. • This desire is evident in four categories of motives and needs: • Power • Drive and Achievement • Tenacity and Resilience • Strong Work Ethic

Principles & Practices of Ethical & Moral Leadership

• Ethics • The study of moral obligations • The study of separating right from wrong • Morals • An individual's determination of what is right or wrong • Influenced by a person's values • Values • Connected to ethics because ethics become the vehicle for converting ethics into action

ACTIVISTS:follower

• Feel strongly about their leaders and act accordingly • They are eager, energetic, and engaged • They work hard either on behalf of their leaders - OR - to undermine and unseat them • They are either a major resource or a major bane • They care - they care a great deal • They care about their leaders, pro or con • They care about each other, presumably pro • They care about the whole of which they are a part • They can be dangerous when they are so determined to have an impact that is ill-considered or wrongheaded • They should be watched and they should be judged

Leadership Roles

• Figurehead • Spokesperson • Negotiator • Coach and Motivator • Team Builder • Team Player • Technical Problem Solver • Entrepreneur • Strategic Planner • Executor

Tactics for Becoming an Empowering Leader

• Foster Initiative and Responsibility • Link Work Activities to Organizational Goals • Provide Ample Information • Allow Group Members to Choose Methods • Encourage Self-Leadership • Establish Limits to Empowerment • Continue to Lead • Take Cultural Differences into Account • Take Empowerment Expectations into Account

Leadership & Social Responsibility

• Idea of corporate social responsibility continues to evolve. • Is part of a company's efforts to manage its external engagement. • Obligations to society beyond the company's economic obligations to owners or stockholders - and - beyond those prescribed by law or contract. • Both ethics and social responsibility relate to the goodness or morality of organizations... • But social responsibility relates to an organization's impact on society and goes beyond doing what is ethical.

Influence of Heredity & Environment on Leadership

• Individuals inherit a basic capacity to develop personality traits and mental ability that sets an outer limit on how extensively these traits can be developed. • Environmental influences, in turn, determine how much of an individual's potential will be developed. • Genetics play a role in determining leadership potential. • Emotional intelligence reinforces that leadership is a combination of inherited and learned factors.

Leadership Process

• Leader • Group Members • Context of the Situation

Sources and Types of Power

• Position ---• Legitimate ---• Reward ---• Coercive • Personal -• Expert -• Referent -• Prestige --• Power Stemming from Ownership --• Power Stemming from Dependencies --• Power Derived from Capitalizing on Opportunity --• Power Stemming from Managing Critical Problems --• Power Stemming from Being Close to Power --• Power and Self-Serving Behavior

Model of Power and Influence

• The end result of a leader's influence are a function of the tactics he/she uses: • Commitment • Compliance • Resistance