HCOM 445: Mid-Term Assessment

Impoverished Management (Northouse, Chapter 4)

(1,1) Low cern for results, Low concern for ppl exertion of minimum effort to get required work done as appropriate to sustain organization membership hallmarks: -unconcerned w/ task & interpersonal relationships -goes through the motions of being a leader but acts uninvolved & withdrawn -little contact w/ followers -indifferent, noncommittal,resigned, and apathetic

Country Club Management (Northouse, Chapter 4)

(1,9) Low concern for results, High concern for ppl thoughtful attention to the needs of the people for satisfying relationships leads to a comfortable, friendly organization atmosphere and work tempo hallmarks: try and create a pos environment by being agreeable, eager to help, comforting, and uncontroversial

Middle-of-the-Road Management (Northouse, Chapter 4)

(5,5) intermediate concern for both results and ppl, compromisers Adequate organization performance is possible through balancing the necessity to get work out while maintaining morale of ppl at a satisfactory level hallmarks: -avoids conflict -compromising styles -emphasized moderate levels of production/ interpersonal relationships

Authority-Compliance Management (Northouse, Chapter 4)

(9,1) High concern for results, Low concern for ppl efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimum degree hallmarks: -ppl are tools to get the job done -low emphasis on communicating w/ subordinates (except for the purpose of giving instructions about tasks) -this style is result driven -leader is often seen as controlling, demanding, hard driving, and overpowering

Team Management (Northouse, Chapter 4)

(9,9) High concern for both results & ppl work accomplishments is from committed ppl. Interdependence through a common stake in organization purpose leads to relationships of trust & respect high degree of participation/ teamwork org. and satisfies a basis need for employees to be involved & committed to their work hallmarks: -acts determined -gets issues out in the open -makes priorities clear -follows through -open-minded, and enjoys working

strengths of trait approach (Northouse, Chapter 2)

- special ppl in our front -research supported -leaders components (explains what makes a leader)

Goleman

-Emotional Intelligence

Leadership vs. Management (Lecture/ Northouse, Chapter 1)

-Human Relations: Leadership as two sides of the same coin. Leaders and followers are joined together in leadership. (Rewards?) -Human Resources: Finding the resources in the group and utilizing them. -Scientific Management(Classical School): Learning economic needs. Chronological structure with downward communication. Fredrick Winslow Taylor - Time and motion studies. Max Weber - Expanded on Taylor's studies, and dove deeper into standardized procedures and clear chains of commands (File cabinet + Records) Henri Fayol - Planning, organizing, staffing, and controlling -Transactional: Transactional events between leaders and followers in process. -Transformational: Leaders building up, motivating, and inspiring others to become leaders.

Leaders (Lecture)

-Inspire purpose -Do the right thing -Meaningful to them -Agree what to do -Encourage decision makers -Act -High Emotional Involvement -Pull -Hang out with weirdos -Open and receptive

Power (Northouse, Chapter 1. Pg. 38)

-Legitimate(Position Power): Having status or formal job authority. -Referent(Personal Power): Based on followers' identification and liking of the leader. -Expert(Personal Power): Based on followers' perceptions of the leader's competence.

Situation Approach Criticisms (Northouse, Chapter 5)

-No strong research -Lack of diagnosing followership detail -Demographic preference of followers -Group setting information

Leadership Style (Northouse, Chapter 5)

-S1 Directing Style (High Directive, Low Supportive): Goal achievement communication -S2 Coaching Style (HD, HS): Goal achievement communication and meeting followers ' socioemotional needs. -S3 Supporting Style (LD, HS): Strong support of followers, and gives them control of day-to-decisions, but stays available to facilitate problem solving. -S4 Delegating Style (LD, LS): The delegative leader lessens involvement in planning, control of details, and goal clarification. Followers accomplish task the way they see fit.

Hersey & Blanchard

-Situational approach

Katz

-Skills approach

Managers (Lecture)

-Task - how to do it -Do things right -Get things done -Do more efficiently -Make decisions -Reactive -Low Emotional Involvement -Push

Nuremberg Trials (FIlm)

-as soon as you convict 1, you convict all -guilty verdict can be applied toward all of civilization not just the men on trial

Emotional Intelligence

-can be learned -increases w/ age [maturity] -emotional intel. is born in the neurotransmitters of the limbic system -research indicates that the limbic system learns best through: MOTIVATION, EXTENDED PRACTICE, & FEEDBACK -to enhance one must break old behavioral habits and establish new ones -emo. intel. WILL NOT develop w/o sincere desire and concerted effort **is twice as important as IQ and technical skills for jobs at all levels

Criticisms of Skills Approach (Northouse, Chapter 3)

-extends beyond leadership -weak in predictive value -weak in general personnel b/c originally surveyed w/ military only

5 factor Personality Model (Northouse, Chapter 2)

-extraversion -conscientious -openness -low neuroticism -agreeableness NOW -emotional intelligence is included -personality assessments help to see who is fit for the organization -personal awareness -strength & weakness to build on

Situational Approach Strengths (Northouse, Chapter 5)

-great for leader training -practical and simple -can be used for enhancement prescription -no best style, flexible and adaptable

Criticisms of behavioral approach (Northouse, Chapter 4)

-hard connection w/ morale, job satisfaction, productivity -not clear is there is an effective set, ? which is most effective -opportunistic leadership style = style shifts, gain personal advantage

Strengths of Skills Approach (Northouse, Chapter 3)

-leader centered -available to all -outlined/ detailed map -structured for development ex: creative problem solving, conflict resolution, listening and teamwork

Strengths of behavioral approach (Northouse, Chapter 4)

-new study on behavior -widely supported studies -core domensions -self identity

criticisms of trait approach (Northouse, Chapter 2)

-no definitive list of traits -no info of impact of situations -subjective list -there is no link to group and learned development -not ideal for training & development

Skills Approach Leadership Competencies (Northouse, Chapter 3)

-problem solving -social judgement -knowledge

Stogdill

-trait approach 1st survey (1948) 2nd survey (1974) [ 10 traits assoc. w/ leadership] suggested that no consistent set of traits differentiated leaders form non leaders across a variety of situations an individual w/ leadership traits who was a leader in one situation may not be in another rather than being a quality that a person possess, leadership was re-conceptualized as a relationship between ppl in a social situation

Emotional Intelligence ( 5 components)

1. self-awareness 2. self-regulation 3. motivation 4. empathy 5. social skill

3 skills approach (Northouse, Chapter 3)

1. technical: middle management, equal importance 2.human: upper management, HIGH conceptual, HIGH human, LOW technical 3. conceptual: low level, LOW conceptual, HIGH human, HIGH technical

Charisma (Lipman, Chapter 1)

Charisma can be blinding when following toxic leaders, until they are unmasked.

Development Levels (Northouse, Chapter 5)

Development level is the degree to which followers have the competence and commitment necessary to accomplish a given goal or activity (Blanchard et al., 1985). D1: followers are low in competence and high in commitment. D2: followers are described as having high competence but low commitment. D3: followers are described as having some competence but low commitment. D4: are the highest in development, having both a high degree of competence and a high degree of commitment to getting the job done.

Great Man Theory (Northouse, Chapter 2)

Early studies of leadership focused on traits to be determinates of great leaders. These theories focused on identifying innate qualities and characteristics possessed by great social, political, and military leaders. The traits of "great" people were born with them.

Hawthorne Studies (Lecture)

In the process of testing the productivity of workers by lighting changes, a discovery was made when the workers were being observed they increased in productivity. (Observer Effect)

Christopher Reeve on Leadership (Film)

Reeve's was disabled due to being thrown off a horse, but still continued in the film industry and spoke at leadership seminars. -He speaks of FDR's polio disease while in presidency as a inspiration to all disabled people. -To be visionaries, and to work towards impossibilities.

Situational Approach Research (Northouse, Chapter 5)

The focus on leadership in situations, and when to shift leadership styles in different situations. Directive and supportive dimensions. Assessment of followers through competence and competent.

Emo. Intel. (motivation)

a passion to work for reasons that go beyond $ and status a propensity to pursue goals w/ energy and persistence hallmarks: -strong drive to achieve -optimism, even in the face of failure -organizational commitment

Why is empathy needed in leadership in todays business world?

by thoughtfully considering employee's feeling in the process of making intelligent decisions helps w/: 1. the increasing use of teams 2. the rapid pace of globalization 3. the growing need to retain talent

Trait Research (Northouse, Chapter 2)

certain ppl were born w/ special traits, thus making them leaders focus on critical traits of leaders common traits include: -intelligence -self-confidence -determination -integrity -sociability

A Few Good Men (Film)

followers under a toxic leader can be manipulated, mistreated, or made to think that the bad things they do on behalf of leader and organization are actually right or for the betterment of all

What is concern for production? (Northouse, Chapter 4)

involves a wide range of activities: -attention to policy decisions -new product development -process issues -workload & sale volumes etc. [whatever the company is seeking to accomplish]

Paternalism/Maternalism (Northouse, Chapter 4)

is a leader that uses both (1,9) & (9,1) styles but does not integrate the two. -"benevolent dictator" who acts gracious but does so for the purpose of goal accomplishment -treats ppl as if they were disassociated from the task -often described as fatherly, motherly toward their followers -regard organization as a "family" -make most key decisions -reward loyalty & obedience while punishing noncompliance

Skills Research (Northouse, Chapter 3)

is leader centered perspective w/ emphasis on competencies made to explain knowledge and skill

Blake & Mouton's Leadership Grid (Northouse, Chapter 4)

it is a model that is used extensively in organizational trading & development designed to explain how leaders help organizations to reach their purpose through 2 factors 1. concern for production 2. concern for people - B & M (1985) indicated that ppl usually have a dominate grid style and a back-up style -the back-up style is only used when the leader reverts to it b/c they are under pressure and the usual way of accomplishing things isn't working

Emo. Intel (social skills)

proficiency in managing relationships and building networks an ability to find common ground and build rapport, find common ground w/ ppl of all kinds friendliness w/ a purpose: moving ppl in the direction you desire hallmark: -effectiveness in leading change -persuasiveness -expertise in building & leading teams

Opportunism (Northouse, Chapter 4)

refers to a leader who uses any combination of the 5 basic styles for the purpose of personal advancement hallmarks: -leader will adapt & shift his or her leadership behavior to gain personal advantage -putting self-interest ahead of other priorities -both the performance/effort of the leader are to realize personal gain described as: ruthless, cunning, self-motivated, some may argue that this leaders are adaptable and strategic

What is concern for people? (Northouse, Chapter 4)

refers to how a leader attends to the ppl in the organization who are trying to achieve its goals includes: -building organizational commitment & trust -promoting the personal worth of followers -providing good working conditions -maintaining fair salary structure -promoting good social relations

Emo. Intel. (self-regulation)

the ability to control or redirect disruptive impulses and moods the propensity to suspend judgment [think before acting] crates an environment of trust & fairness --- > productivity higher hallmarks: -trustworthiness & integrity -comfort w/ ambiguity -openness to change

Emo. Intel. self-awareness

the ability to recognize and understand your moods, emotions, and drives, as well as their effect on others "know thyself" hallmarks: -self-confidence -realistic self-assessments -self-deprecating sense of humor

Emo. Intel. (empathy)

the ability to understand the emotional makeup of other people skill in treating people according to their emotional reactions thoughtfully considering employee's feeling in the process of making intelligent decisions hallmarks: -expertise in building and retaining talent -cross-cultural sensitivity -service to clients and customers