FINAL STUDY GUIDE: LEADERSHIP

shamans priests elected leaders missionaries mystic healers

5 types of leaders/coaches

Performance: Can the person do the work at the level required Attitude: does the person want to do the work? Psycho-social compatibility: Will the work location, schedule, culture, and the like match individual and family needs? You must have all three for the person to be a good fit

A good rule to follow in selecting employees and assigning work is PAP

Performance reviews should include three steps: preparation, implementation, and follow-up

Performance Review Practices

structure tasks technology people

The four major types of change in the workplace are

level V: Fulfillment needs

When a person is motivated at the fifth level, his or her primary concern is to fulfill personal values and to experience growth. There is a desire to demonstrate life values on the job.

a group of people

formed by bringing people together in place and time

alignment

making sure organizational structure and employee behavior support the purpose and values of the organization

conscious competence

when one is aware that interaction is going well and understands why

15 and 17 percent on the "diffusion of innovation curve."

A tipping point occurs somewhere in the chasm between _______ At this point, an innovation or change is accepted by enough people for it to take root and grow. The innovation could be an idea such as democratic leadership, a practice such as total quality management, or a product such as the computer.

Fulfillment respect belonging security survival

Abraham Maslow Hierarchy of Needs

1. decide what is important to you 2. Picture the completed thing 3. taking action

Achieving peak performance requires three basic steps: setting goals, visualizing success, and taking action.

Individual incentives for high performance, such as achievement awards, worker-of-the-month honors, attendance awards, and recognition for suggestions. Public acclaim for outstanding contributions at award banquets, retirement dinners, and annual meetings. Opportunities to improve job status through training programs, job titles, and promotions. Tangible rewards, such as increased pay, bonuses, commemorative plaques, letters of recognition, gifts, and privileges. Most important, day-to-day recognition and praise for a job well done.

An organization can meet its employees' needs for recognition by providing

Communication sessions between employees and management (these are most effective when conducted in small groups). Celebration of holidays, birthdays, and special events. Expressions of consideration, such as notes of appreciation, hospital visits, and sympathetic understanding when employees have personal problems. Job participation vehicles, such as regular staff meetings, annual employee meetings, employee task forces, committees, and performance improvement teams. Communication outlets, such as employee newsletters, notices from management, bulletin boards, and annual reports. Most important, an open-door policy in which every employee feels free to share concerns and suggestions with every other employee, regardless of level of responsibility.

An organization can meet the belonging needs of its employees by providing

Discussing organization values and goals in light of individual values and goals, and tailoring job duties to accomplish both. Providing the opportunity for personal growth, through both on-the-job assignments and outside activities. For example, an organization may support an employee's involvement in community service activities or may support his or her continuing education efforts.

An organization can meet the fulfillment needs of its employees by

Proper tools, equipment, and materials to do the job. Job aids, such as training manuals and technical assistance. Economic protection through insurance and retirement programs. Job security through career counseling, in-service training, and seniority systems. Confidence in management through stable and dependable actions of managers.

An organization can meet the security needs of its employees by providing

Sufficient pay. Safe working conditions. Safe equipment, tools, and materials. A supportive physical environment, with good lighting, heating, air conditioning, and restrooms.

An organization can meet the survival needs of its employees by providing

What to Do before the Performance Review

As an employee, you shouldConsider your strong points and formulate a plan to utilize them fully.Determine the areas in which you need to improve. Devise a plan to strengthen your performance in these areas.Think about what your supervisor can do to help you improve.As a supervisor, you shouldConsider your employee's strong points and think about how you can reinforce or capitalize on these.Think about your employee's weak areas and consider actions for improvement.Think about what you can do to help your employee improve.Provide advance notice of the performance review; solicit employee input.

What to Do after the Performance Review

As an employee, you shouldKeep your supervisor informed of progress toward meeting objectives.Discuss with your supervisor as soon as possible any changes that occur that affect your objectives.As a supervisor, you shouldDevelop a system of checks and reminders to be sure that performance objectives are being met.Show your employee that you want him or her to succeed. Provide positive reinforcement for progress made toward accomplishing objectives.

People.

Change in any of the preceding variables can result in changing relationships—change in managers, employees, co-workers, and customers, as well as change within a given person, such as change in knowledge, attitude, and skills.

Structure.

Change in structure is often severely resisted. Mergers, acquisitions, right-sizing, and reengineering activities typically involve tremendous change.

Tasks.

Changes in the environment, including products and processes, require changes in tasks. Driving forces include customer needs, productivity improvement, and quality initiatives.

shared vision wholeness incorporating diversity shared culture internal communications consideration and trust participation and leadership maintenance and goverment development of younger memebrs affirmation links with outside groups

Conditions necessary to experience true community

clarity of work assignment, good work tools and supplies, challenge in one's area of expertise, recognition for one's accomplishments, opportunity to grow, respect for one's opinions, a mission that motivates, feedback on performance, positive social interactions, and pride in one's group.

Employers should meet employee needs in the following areas:

behavior change is necessary recipients believe change is possible appropriate improvement goals are set improvement is recognized and rewarded

Factors influencing performance improvement

Frontline employees.

Frontline people may feel threatened by changes announced by management and may respond with denial and resistance, leading often to worry and protective behavior. At this point, employees may shut down and be morale casualties. In this state, lack of willingness to take initiative and to be accountable is not uncommon.

(1) The person being coached or mentored must want to improve; (2) formal assessment of strengths and weaknesses is valuable; (3) some behaviors cannot be changed; (4) practice is critical for success; and (5) accountability for effort must be maintained

How to coach others

have a respectful attitude build self esteem use the correct medium or combination of techniques use coaching versus judging in developing people; consider purpose, timing, focus and process practice

How to develop others

emergency aid short term actions long term solutions having at least one safe haven is important

How to prevent burnout

reward system organizational clarity standards of performance warmth and support leadership practices

Important dimensions of supportive organizational climates:

Technology.

Innovations in this area have dramatically increased the rate of change. No industry, trade, or profession is immune to change caused by technological advancements.

realistic, investigative, artistic, social, enterprising, conventional

John Holland's model that identifies six personality and occupational types

disney's culture teaches and reinforces the values of professionalism, teawork, and service. The values and norms of founder walt disney live on today as newcomers are socialized into the disney way

Major organizational culture examples disney

Middle management.

Managers in the middle feel pressure to implement organizational change, but often lack information and top leadership direction to be successful. They may feel squeezed between resistant or withdrawn subordinates and demanding but out-of-touch superiors.

immediate supervisor small group meetings top executives the policy handbook orientation programs member newsletters

Most preferred sources for communication

Remember, if a vision is not clear in the leader's mind, it will be a perfect blur in the minds of subordinates.

No matter how uncertain conditions are above the leader, the effective leader must create a clear and compelling vision of what should be done in his or her area of responsibility.

where most people prefer to get information as opposed to where they actually receive it

One of the best ways to achieve effective communication is to recognize

top management - isolated middle management - squeezed frontline employees - resistant

Organizational response to change

leadership is important from the boardroom to the shop floor Positions and titles have little or no relationship to leadership performance Without leadership, organizations falter in times of change. Organizational leadership involves interdependence more than individualism Leaders inspire others to take on the tasks of leadership. Leadership is contextual.

Other findings of the Forum Corporation Study:

level 1 survival needs

People motivated at the first level are concerned with physical and economic survival. If they do not presently have a job, they feel the need to find one. If they do have a job, their goal is to keep it and to have a safe work environment. There is also concern for comfort and the avoidance of physical irritations such as inadequate space, inefficient equipment, and inconvenient parking, restroom, and eating facilities.Physical needs may dominate the behavior of a person who has no job or who is in economic difficulty.

Level II: Security Needs

People motivated at the second level feel the need for security and predictability in their lives. They want assurance that their jobs are not subject to loss or change. As a result, there is a concern for benefits of a protective nature, such as health insurance, retirement income, and seniority rights. There is also a need for signs of stability from upper management.The second motivation level, like the first, involves issues that are peripheral to the work itself; therefore, any job that provides economic protection and a dependable work environment will be valued by the person motivated at this level. Proper

artistic

People who have artistic, innovating or intuitional abilities and like to work in unstructured situations using their imagination and creativity

realistic

People who have athletic or mechanical ability, prefer to work with objects, machines, tools, plants or animals, or to be outdoors.

conventional

People who like to work with data, have clerical or numerical ability, carry out tasks in detail or follow through on others' instructions.

enterprising

People who like to work with people, influencing, persuading, performing, leading or managing for organizational goals and economic gain.

First, a vision must be developed by leaders, those individuals with strength and influence to establish direction and mobilize the organization. Second, a vision must be communicated to followers and must be supported by them. Third, a vision must be comprehensive and detailed, so that every member of the organization can understand his or her part in the whole. Fourth, a vision must be uplifting and inspiring.

Requirements for an effective vision

diffusion of innovation curve

Sinek explains how ideas, practices, and products are received in the marketplace and society: 2.5 percent of people are innovators, 13.5 percent are early adopters, 34 percent are early majority, 34 percent are late majority, and 16 percent are laggards.

power, achievement, affiliation

Social Motives for becoming a leader:

Do I know what is expected of me at work? Do I have the materials and equipment I need to do my best work right? At work, do I have the opportunity to do what I do best every day? In the last seven days, have I received recognition or praise for doing good work? Does my supervisor, or someone at work, seem to care about me as a person? Is there someone at work who encourages my development? At work, do my opinions seem to count? Does the mission of my company make me feel like my work is important? Are my co-workers committed to doing quality work? Do I have a best friend at work? In the last six months, have I talked with someone about my progress? At work, have I had opportunities to learn and grow?

The Gallup organization has surveyed thousands of companies and has identified 12 questions that assess employee engagement and predict retention:

Level IV: Respect Needs

The fourth motivation level reflects a person's need for recognition. The respect of others for one's special traits or competencies is important. This is the first motivation level that is closely related to the nature of the work and depends on aspects of the job itself for satisfaction. Work that provides the opportunity to display skills that one feels others respect will be valued and will have motivation strength. The person who is primarily interested in self-image or reputation is motivated at the fourth motivation level.

(1) a vision is necessary for effective leadership; (2) a leader can develop a vision for any project, work group, or organization; and (3) many leaders fail because they do not have a vision—instead, they focus on surviving on a day-by-day basis

The important points are

Top management.

Top leaders may underestimate the impact of change on lower levels of the organization. They expect employees to go along when a change is announced and blame middle managers if people resist or complain. They may be so insulated that they truly don't know the results of their decisions and programs.

Initiate and provide constant vigilance by leaders. Be challenging yet realistic Seek significant early involvement by other members of the organization. Encourage widespread review and comment Keep communications flowing Allow time for the process to work. Demonstrate commitment, follow-through, and concurrent action by leaders. Maintain harmony of subunits.

Visioning Process Principles

the leader must be clearly focused on a positive and future focused goal or vision. Clarity of purpose provides guidance for making decisions about time and resources. Also required is constancy of effort Passion and authority come to leaders who clearly know where they are going and have dedication to succeed.

Warren Bennis' perspective on the role of vision

Honesty/trust initiative/self-starter good problem-solving ability, including technical knowledge and skills communication skills the ability to get along well with others creative responses to setbacks and obstacles high-attitude-low-maintenance approach to work leadership potential

What employers want in an employee

level III: belonging Needs

When belonging needs are the primary source of motivation, employees value work as an opportunity for establishing warm and satisfying human relationships. Jobs that allow them the opportunity to interact with people and to create friendships are likely to be valued, regardless of the nature of the work itself. A person motivated at this level may be more interested in human relations than job duties when considering which career to pursue or which company to join.Employee needs for belonging are normal. How these needs are met (whether by counterproductive cliques and gripe sessions or by constructive work groups and employee meetings) can influence the success of an organization.

Use feedback as soon as possible. Focus on behavior change, not personality analysis. Link feedback to learning and performance goals. Align improvement goals with key results for the organization. Coach for improvement, not just for final results

When coaching others for growth, use the following guidelines:

execution

a grand plan is a road map for the future, but results occur only when action steps are taken. Stay in personal touch with your people and your business; insist on realism and truth-telling; focus on a few clear priorities rather than many goals; establish accountability by setting targets and checking on progress; reinforce performance by rewarding the doers; develop people through strategic stretch assignments; and capitalize on your personal strengths and address your weaknesses.

affiliation

a heartfelt interest in helping others

missionaries

are goal directed. Usually, missions involve a utopian view of the future and a program for achieving reforms. Missionaries teach out of personal conviction, believing in certain ideals and seeing it as a duty to pass on these ideals to others.

Middle managers

are responsible for implementing the policies and plans developed by top management and for supervising and coordinating the activities of lower-level managers. They can be significant sources of innovation and productivity when given the autonomy to make decisions affecting their operating units. Titles include plant manager, regional manager, product-line manager, and department head.

priests

claim power through office. They are agents of omnipotent authority, and the people who follow them are taught to see themselves as set apart from others. Priests establish structure, order, and continuity—a past program and a plan for the immediate and distant future. Priests operate in a hierarchy with roles and duties in a hierarchical ladder.

a group of people a way of being

community is experienced in two ways

a way of being

created when barriers between people are let down, people become bonded, sensing that they can rely on and trust each other. When people experience a feeling of community, their potential for achievement becomes enormous

Top managers

determine the overall direction of the organization. They establish the organization's goals, overall strategy, and operating policy. These individuals officially represent the organization in the external environment. Titles include chief executive officer, president, vice president, and general manager.

top managers middle managers frontline managers

different levels of management

structure leadership style orientation

elements of culture

performance planning

establishes direction and clarity of assignment. It provides the foundation on which individual and group performance can be developed and evaluated

service cultures

focus on customer satisfaction by putting customers first. The result is increased sales, customer retention, and larger profits over the long term. Service is particularly important in retail and service organizations.45 A culture of service is essential for government organizations that must fulfill the public trust.

creativity cultures

focus on new products, services, and operational innovations. An emphasis on creativity helps account for the survival and growth of successful technology and artistic companies from 3M to Disney

safety cultures

focus on work conditions and behaviors that prevent accidents and injuries. There is clear evidence that a safety-oriented culture results in employee well-being, reduced costs, and positive business relations. Safety is particularly important in mining, fishing, farming, construction, manufacturing, transportation, energy, medicine, and other high-risk industries.

burnout

happens when a person experiences phsycial, psychological, and spiritual fatigue and is unable to cope

stress-resistant people

hardy individuals who are able to accomplish tremendous tasks and still remain healthy -they are comfortable in almost any situation -live a life of balance and alignment

shamans

heal through the use of personal power. They focus the attention of their followers on themselves. When this approach is combined with unusual gifts and skills, shamans are charismatic. They have power, energy, and commitment, which they use to energize others.

two rules at the heart of google's culture are: 1) think of your work as a calling with a mission that matters and 2) give people more trust, freedom, and authority than you are comfortable giving them. Google believes that a culture that gives max meaning and freedom to its members will attract bright and committed people. Google stves to hire only those individuals who fit its culture, which is why the company spends even more of its resources on recruitment than it does on training

major organizational cutlure examples, google

enlightened and supportive organizations represent good investments bc they attract excellent personnel who usually outperform their demoralized counterparts in exploitive and impoverished organizations

organizational climate as it relates to attracting emloyees

investigative

people who like the discovery process-to observe, learn, investigate, analyze, evaluate, and solve problems

social

people who like to help people - to inform, enlighten, advise, train, develop, or cure them - and who are skilled with words

communication eliminating physical walls can build emotional bridges that improve understanding and performance results

physical structures can either help or hinder free flowing and effective

prioritization

process of deciding what tasks are most important use a to do list to accomlish organizational goals

Conceptual skill

refers to having knowledge about and being able to work with concepts and ideas. It includes the ability to think abstractly. Long-range planning, strategic decision making, and the weighing of ethical considerations in employee, customer, and government relations all require conceptual skills. Examples include a labor relations vice president evaluating a proposed labor agreement and a company president deciding whether to support a community service project.

relational skill

refers to having knowledge about and being able to work with people. It includes the ability to motivate, coordinate, and advise other people, either as individuals or as a work group. Sensitivity in human relations and a willingness to help others are essential elements of relational expertise. Success at all levels of management—first, middle, and top—requires good human relations skills. Examples include an office supervisor handling an employee performance problem, a sales manager coordinating a sales force, and a plant superintendent solving a problem between the manufacturing and scheduling departments.

Technical skill

refers to having knowledge about and being proficient in a specific type of work or activity. It includes detailed job knowledge, hands-on expertise, and the specialized use of equipment, techniques, and procedures. Both the technical expert and the work group supervisor should have a high degree of technical skill. Examples include a computer specialist designing a program, a lawyer preparing a legal document, and a maintenance supervisor overseeing a repair job.

mystic healers

seek the source of illness and health in the follower's personality. Mystic healers try to discover the statue in the marble and seek, like Michelangelo, to find what can be created from the raw material. To be successful, these coaches/leaders require unselfish motivation and considerable sensitivity, as well as flexibility to vary treatment according to the nature and needs of each individual.

(1) enthusiasm—this is a time for high hopes and high energy as a task or job is begun; (2) slowdown—at this stage, excitement fades and energy wanes; (3) stagnation—frustration begins with questions on the value of the task or work effectiveness; and (4) apathy—physical and emotional exhaustion is felt, depression is common, and performance deteriorates

stages of burnout

Frontline managers

supervise and coordinate the activities of operating employees. They typically spend a large proportion of their time coordinating, facilitating, and supporting the work of subordinates. Titles include unit manager, foreman, team leader, and first-line supervisor.

1. Taking personal responsibility for initiating change. 2. Creating a vision and strategy for the organization 3. Trusting and supporting others

the Forum Corporation reports on the characteristics of successful leaders at middle to senior levels of responsibility. The study identifies three leadership qualities that are needed for steering organizations through periods of change:

adaptive capacity

the ability to transcend adversity and emerge stronger than before

power

the desire to have influence, give orders and have them carried out

performance management

the heart and essence of leadership success; the process of performance planning, establishing direction and clarity of assignment; performance coaching, developing and encouraging others; and correcting poor performance, modifying and improving performance when mistakes are made.

achievement

the need to create and build something of value

it deeply and consistently impacts the way its members behave

the stronger the culture of an organization, the more one can think about it being the personality of an organization bc

elected leaders

undergo trials, self-transformation, training, or some other rite to achieve their positions. Elected leaders derive power not only from their own experience but also from the mandate of their followers. Consent of followers constitutes much of the power of these coaches/leaders.

What to Do during the Performance ReviewAs a supervisor,

you shouldCreate a positive climate—quiet, private, and free from interruptions.Tailor the conversation to suit the needs of your employee. Stop talking and listen. Have your employee begin by explaining each strength and weakness in his or her own words. Provide ample time for the full development of each point; avoid interrupting.Ask questions based on your prior preparation as well as on new information developed during the conversation. Encourage your employee to do the same.Be open and flexible to issues that may come up that you may not know about. Take a problem-solving versus problem-blaming approach.Ask how you can help your employee do a better job; listen carefully and take notes.Establish new performance objectives, standards, and completion dates. Make your expectations clear. Be direct and honest.Write down points of discussion and agreement. Review them so that both you and your employee have the same understanding.Remember that a performance review should involve two-way communication. Be prepared to compromise and be flexible. Remember also that you are the supervisor and, as such, are responsible for resolving differences.End the meeting on an upbeat, positive, and future-focused note.

As an employee,

you shouldExplain your strengths and weaknesses. Be thorough in expressing each one.Discuss issues that may not be apparent to the supervisor that hinder your performance.Page 447Present ideas to improve future performance; don't dwell on past mistakes, either to save face or to fix blame.Present what you think your supervisor can do to help you improve.Listen carefully to your supervisor's reactions; these are important indications of attitudes, priorities, and perceptions that will be useful in future dealings.Obtain final agreement on what each of you will do. Don't settle for "Let's discuss this again at a later date." Try to get as much commitment and agreement as possible.