HRM 446 Exam #2

Ethics: Deontological Theories (3b

* duty driven, for example, relates not only to consequences but also to whether action itself is good *Focuses on the actions of the leader and his/her moral obligation and responsibilities to do the right thing -Example: telling the truth, keeping promises, being fair

Model of Transformational Leadership Bass (1985) : Transformational Leadership Factors The 4 "I"s

*(1) Idealized Influence/Charisma -Describes leaders who act as strong role models for followers -Leader's have high standards of ethical and moral conduct -attribution component.. attributions based on perceptions they have on their leaders -behavioral component.. follower's observations of leader behavior -Charismatic factor.. people who are special to others and who make others want to follow the vision *(2) Inspirational Motivation -Leaders who communicate high expectations to followers *(3) Intellectual Stimulation -Stimulates followers to be creative and innovative -Challenge their own beliefs and values those of leader and organization *(4) Individualized Consideration -Leaders who provide supportive climate in which they listen carefully to the needs of followers -Leader's act as coaches and advisors encouraging self-actualization -delegation to help others grow through personal challenges

Model of Transformational Leadership Bass (1985) : Transactional Leadership Factors (5, 6 con't)

*(5) Contingent Rewards -The exchange process between leaders and followers in which effort by followers is exchanged for specified rewards *(6) Management by Exception Leadership that involves corrective criticism, negative feedback, and negative reinforcement -Active - watches followers closely to identify mistakes/rule violations -Passive - Intervenes only after standards have not been met or problems have arisen

MODEL OF SERVANT LEADERSHIP [Liden Wayne, Zhao, Henderson, 2008]

*Antecedent Conditions -context and culture -leader attributes..qualities and disposition of leader -follower receptivity.. do followers show a desire for servant leadership *Servant Leader Behaviors -Conceptualizing..understanding of how org works *Emotional Healing.. being sensitive to the personal concerns and well-being of others *Outcomes -Follower performance and growth -organizational performance -societal impact

Approaches to Authentic Leadership: Thoeretical Approach

*Background to Theoretical Approach -Leadership Summit University of Nebraska: (1) -Leadership Quarterly & Monographs in Leadership and Management needed to establish authentic leadership theory -Walumbwa defined authentic leadership as "a pattern of leader behavior that draws upon and promotes both promotes both positive psychological capactities and a positive ethical climate, to foster greater self-awareness, an internalized moral perspective, balanced processing of information, and relational transperancy of a leader to foster positive self development" -different models set forth

Approaches to Authentic Leadership:Practical Approach

*Bill George Authentic Leadership Approach (5) characteristics -they understand their purpose -they have strong values about the right thing to do establish trusting relationships with others -they demonstrate self-discipline and act on their values (consistent giving people sense of security) -they are passionate about their mission (care about their work)

Transformational Leadership and Charisma

*Charisma - a special personality characteristic that gives a person superhuman or exceptional powers and is reserved for a few, is of divine origin, and results in the person being treated as a leader (Weber, 1847) *capacity to do extraordinary things *followers play role in validating the leader's charisma *works because it ties follower and self-concepts to organization identity (emphasize intrinsic not extrinisic rewards) *Charismatic leaders have unique ways that have specific charismatic effects on their followers *Charismatic leaders demonstrate specific type of behaviors *Charismatic effect on followers

Transformational Leadership: Bennis and Nanus: Common Strategies used by Leaders in Transforming Organizations

*Clear vision of future state of orgs -orginates from both leader and followers *Social Architects for org -they create/shape/form the shared meaning people maintain in org -Create trust by making positions clearly known and standing by them *Use creative deployment of self through positive self-regard -awareness of self-comptence -> confidence and high expectations

Culture Defined (1)

*Culture: -learned beliefs, values, rules, norms, symbols & traditions that are common to a group of people shared qualities of a group that make them unique is the way of life, customs, & scripts of a group of people *Terms related to culture -Multicultural - approach or system that takes more than one culture into account -Diversity - existence of different cultures or ethnicities within a group or organization

Team Leadership

*Effective team leadership facilitates team success and helps teams to avoid team failure *Shared or distributed leadership -leadership function can be by a team leader or shared role = team leadership capacity -have less conflict, more consensus, more trust *Effective team outcomes -greater productivity -more effective use of resources -better decision and problem solving -better quality products and services -greater innovation and creativity *Team Effectiveness and Principled Leadership -Leadership Decisions -Leadership Actions -Factors of excellence make is DESCRIPTIVE -Hill Model - PRESCRIPTIVE

Ethics: Heifetz's Perspective (6)

*Emphasizes how leaders help followers to confront conflicting values and to effect change from conflict *Ethical perspective that speaks directly to - -Values of workers and the value sof organizations and the community in which they work *Leaders provides a holding environment, a supportive context in which there is trust, nurturance and empathy *Leader duties - assist the follower in struggling with change and personal growth

General Ethics Description

*Ethics (1) -Is a derivative of the Greek word ethos, meaning customs, conduct or character -Is concerned with the kinds of values and morals as individual or society ascribes as desirable or appropriate -Focuses on the virtuousness of individuals and their motives -in leadership concerned with what leaders do and what leaders are *Ethical Theory -Provides a system of rules or principles as a guide in making decisions about what is right/wrong and good/bad in a specific situation -Provides a basis for understanding what it means to be a morally decent human being

Model of Transformational Leadership Bass (1985)

*Expanded and refined version of work done by burns and House. It included: -More than attention to follower's rather than leaders' needs -Suggested TL could apply to outcomes that were not positive -Described transactional and transformational leadership as a continuum -Giving more attention to emotional elements and origins of charisma -Suggest charisma (4) is a necessary but not sufficient condition for TL *He argued that transformational leadership motivates followers to do more than expected by -raising follower's level of consciousness about the importance and value of specified and idealized goals -getting followers to transcend their own self-interest for the sake of the team or organization -moving followers to address higher level needs

Globe Clusters of World Culture (6)

*GLOBE researchers divided the data from 62 countries into regional clusters *Clusters provided a convenient way to -Analyze similarities and differences between cultural groups -Make meaningful generalizations about culture and leadership *Clusters were found to be unique *Regional clusters represent 10 distinct groups *Characteristics of Globe Clusters (6) -Globe Research analyzed data on each of the regions using the dimensions of culture -Results found regional clusters that were significantly higher or lower on particular dimensions -From this data, several observations can be made about the characteristics of these regional cultures

Strengths of the Globe Study (9)

*GLOBE study is a major study and, to date, the only study to analyze how leadership is viewed by cultures in all parts of the world *Findings from GLOBE are valuable because they emerge from a well-developed quantitative research design *GLOBE studies provide a classification of cultural dimensions that is more expansive than the commonly used Hofstede classification system *GLOBE studies provide useful information about what is universally accepted as good and bad leadership *The study of culture and leadership underscores the complexity of the leadership process and how it is influenced by culture

The Labyrinth: Prejudice (6c 7c)

*Gender bias stemming from stereotyped expectations -"women take care and men take charge" Survey of women executives from Fortune 1000 companies on reason for "the glass ceiling" - 33% of the respondents cited -Stereotyping -Perceptions of women's roles and abilities as a major contributor (Catalyst, 2003) *Gender Stereotypes -Pervasive, well documented, and highly resistant to change (Dodge, Gilroy & Fenzel, 1995; Heilman, 2001) -Men are stereotyped with agentic characteristics Confidence, assertiveness, independence, rationality and decisiveness -Stereotypical attributes of women include communal characteristics Concern for others, sensitivity, warmth, helpfulness, & nurturance (Deaux & Kite, 1993; Heilman, 2001) *Prejudice helps explain numerous findings - -Less favorable attitudes towards female than male leaders -greater difficulty for women to attain top leadership roles -greater difficulty for women to be viewed as effective in top leadership roles (Eagly & Karau, 2002) -can't be too manly. have to be manly in leadership to meet criteria ` *Motives for Removing Barriers -Important Motivations -Gender diversity associated with greater group productivity, leads to increases in organizations financial performance -as the number of women at the top increases, so does financial success (Catalyst, 2004) -Find the most talented and richly diverse group of women -Fulfill promise of equal opportunity

Globalization - (2a)

*Increased after WWII *Increased interdependence between nations (rely on each other) -Economic, social, technical, political *Has created many challenges -Need to design multicultural organizations -Identify and select leaders for these organizations -Manage organizations with culturally diverse employees *Globalization has created a need - (2b) -To understand how cultural differences affect leadership performance -For leaders to become competent in cross-cultural awareness and practice -able to work with different cultures -adapt to living and communicating w/ different cultures -relate to different cultures and consider them equal *Global leaders need to - (2c) -be skilled in creating transcultural visions -develop communication competencies to implement these visions -Mexican business man and American business man video -Task was fine, but ignored relationship cues "Culturosity"

Criticisms of Transformational Leadership (10)

*Lacks conceptual clarity *Measurement questioned *Personality trait/personal predisposition rather than behavior that can be learned *Correlation not causation *Elitist and anti-democratic *Potential to be abused

Model of Transformational Leadership Bass (1985) : Transformational Leadership Factors Chart

*Leaders who exhibit TL -have a strong set of internal values & ideals -are effective in motivating followers to support greater good over self-interest

TEN CHARACTERISTICS OF A SERVANT LEADER [Spears, 2002]

*Listening *Empathy *Healing -help them overcome personal problems *Awareness -understanding oneself and impact on others *Persuasion -persuade to change *Conceptualization *Foresight *Stewardship -responsibility to carefully manage the people and org they have been given to lead *Commitment to the growth of people -building community

Gender and Leadership Application

*Make it easier for women to reach top positions by *Understanding obstacles that make up the labyrinth Initiating tactics to eradicate inequality -Changes in organizational culture -Women's career development -Mentoring opportunities for women Increased numbers of women in strategic positions *For women an effective way to overcome biased expectations and limited resources, is continued use of -Transformational behaviors -Contingent reward behaviors -Effective negotiation techniques

Gender and Leadership Styles Research

*Meta-analysis (Eagly & Johnson, 1990) -Women were not found to lead in a more interpersonally oriented & less task-oriented manner than men - unless the settings were severely regulated by social roles -Only gender difference - women use a more participative or democratic style than men -Additional meta-analysis (van Egan, 2001) examining research between 1987-2000 found similar results *Meta-analysis of male & female leaders on all characteristics and behaviors (Eagly, Makhijani, & Klonsky, 1992) -Women were devalued when they worked in male-dominated environments and when the evaluators were men -Females evaluated unfavorable when they used a directive or autocratic (stereotypically male) -Female and male leaders evaluated favorably when they used a democratic leadership style (stereotypically feminine) *Transformational Leadership (TL) Meta-analysis (Eagly et al, 2003) (3) -Found differences between female and male leaders of these TL styles -women's styles tend to be more transformational than men -women tend to engage in more contingent reward behaviors than men -all are aspects of leadership that predict effectiveness men still devalued women transformational leaders *Meta-analysis comparing effectiveness of female & male leaders (Eagly et al, 1995) (4) -Overall men and women were equally effective leaders Gender differences -Women and men were more effective in leadership roles congruent with their gender -Women were less to the extent that leader role was masculinized -Women were -Less effective than men in military positions -More effective than men in education, government, and social service organizations -Substantially more effective than men in middle management positions; interpersonal skills highly valued -Less effective than men when they supervised a higher proportion of male subordinates greater proportion of male raters assessed the leaders' performance

Psychodynamic Approach: SOCIAL DEFENSE MECHNANISMS

*Mirroring and Idealizing -followers are eager to use their leaders to reflect what they would like to see -encourages leaders to take actions that shore up their image rather than serve needs of the org *Identification with Aggressor -from those threatened to those making threats -leader sees everything black and white (either for or against them) *Folie a Deux -leaders whose capacity for reality testing has become impaired may transfer their delusions to their followers, who in order to minimize conflict and disagreement and risk opportunities for self-enhancement will sacrifice truth and honest criticism to maintain a connection with leader

Hill Model for Team Leadership

*Model provides leader or designated team member with a mental road map to help Diagnose team problems and Take appropriate action to correct team problems *Model attempts to integrate mediation and monitoring concepts with team effectiveness *Effective team performance begins with leader's mental model of the situation *Mental model (of the problem) reflects: -Components of the problem -Environmental & organizational contingencies (define larger context of team action) *-Next, set behaviors necessary to meet team's needs -Leadership behavior is team-based problem solving -Leader uses discretion -Effective leaders have the ability to determine

Transformational Leadership: Kouzes and Posner - 5 Factors (1987, 2002)

*Model the way: Exemplary leaders set a personal example for others by their own behavior *Inspire a Shared Vision: Effective leaders inspire visions that challenge others to transcend the status quo to do something for others *Challenge the Process: Leaders are like pioneers - are willing to innovate, grow, take risks, and improve *Enables others to Act: Leaders create environments where people can feel good about their work and how it contributes to greater community *Encourage the Heart: Leaders use authentic celebrations and rituals to show appreciation and encouragement to others -Model consists of 5 fundamental practices -enable leaders to get extraordinary things accomplished -developed Leadership Practices Inventory -2 commitments that serve as strategies for practicing exemplary leadership -Prescriptive quality -Recommends what people need to do in order to become effective leaders -Not reserved to those with "special" ability -Not about personality: It is about practice

Model of Transformational Leadership Bass (1985) : Continuum Scale

*Motivates followers beyond the expected by: -raising consciousness about the values and importance -transcending self-interest for the good of the team or organization -addressing high-level needs

Transformational Leadership

*Process - TL is a process (3) that: -Changes and transforms individuals incorporates charismatic and visionary leadership *Influence - TL involves an exceptional form of influence that moves followers to accomplish more than what is usually expected of them *Core elements (3) -concerned with emotions, values, ethics, standards, and long-term goals -includes assessing followers' motives, satisfying their needs, and treating them as full human beings *Encompassing approach -describes a wider range of leadership influence -Follower(s) and leaders are inextricably bound together in the transformation process

Factors that influence Authentic Leadership

*Pychological attributes (trate and state like) -confidence -hope -optimism -resilence *Moral reasoning -for greater good of org -promote justice *critical life events -give insights -stimulate growth and help them become greater leaders

GLOBE project - overall purpose (8)

*Researches how differences in culture are related to differences in approaches to leadership *How different cultures view leadership behavior in others *Research identified 6 global leadership behaviors *GLOBE 6 LEADERSHIP BEHAVIORS -charismatic/value-based leadership -team-oriented leadership -participative leadership -humane-oriented leadership -autonmous leadership -self-protective

Principles of Ethical Leadership (Traced back to Aritstole)

*Respect others -treat others as ends *Serve Others -responsibility to attend to others, be service to them, make decisions pertaining to them that are beneficial and not harmful to their walfare *Shows Justice -treat all followers in equal manner -distributing things "Principles of Distributive Justice" -An equal share or opportunity -According to individual need -According to that person's rights -According to indvidual effort -according to societal contribution -according to merit or performance *Manifests Honesty -dishonesty= lose faith -be sensitivity to feelings of others *Builds community -goal fits both leader and follower -civic virtue

The Labyrinth: Gender Differences (6b 7b)

*Result in difference in leadership style and effectiveness -research shows there is little or no relationship *Women -Face significant gender biases and social disincentives when they self-promote -Less likely to put themselves in positions of leadership -Are less likely than men to ask for what they want -exceed men in democratic or participatory style and likely to use transformative and contigent reqards -no less effective in leading than men, women no less commitmted to jobs -seen as more effective in women leadership roles ex. social service -Are less likely to negotiate than men *However: -men showing slightly more assertiveness than women -Women showing somewhat higher levels of integrity than men (Feingold, 1994; Frank, Crowne, & Spake, 1997) *Women and Effective Leadership -newer conceptualizations such as transformational leadership -No longer highlight traditional masculine traits but rather highlight the importance of feminine and androgynous traits

Ethics: Greenleaf's Perspective (8)

*Servant Leadership - has strong altruistic ethical overtones (Hesse's story) *Leaders - -Focus the needs of followers -Empathize with followers -Take care of a nurture followers *Leader has a social responsibility to be concerned with "have-nots" in the organization and: -Remove inequalities & social justices -Uses less institutional power -Uses less control -Shifts authority to followers *Sometimes treated as a trait but viewed as a behavior in this chapter *Historical basis of Servant Leadership

Ethics: Conduct

*Teleological Theories (3a): focus on consequences of leader's actions, results *Three different approaches to making decisions regarding moral conduct (4): *Ethical egoism (create greatest good for the leader) -Closely related to transactional leadership theories -Example: leader takes a political stand on an issue for no other reason than to get re-elected *Utilitarianism (create greatest good for greatest number) -Example: leader distributes scarce resources so as to maximize benefit to everyone, while hurting the fewest; preventative health care vs. catastrophic illness *Altruism (show concern for best interest of others) -Authentic transformational leadership is based on altruistic principles primary purpose to promote the best interest if others even if its not in your self-interest

Model of Transformational Leadership Bass (1985) : Non Leadership Factor (7) Laissez Faire

*The absence of leadership *A hands-off, let-things-ride approach *no exchange in followers to help them grow *Refers to a leader who: -abdicates responsibilities -delay decisions -gives no feedback -makes little effort to help followers satisfy their needs

Ethics: Burn's Perspective (7)

*Theories of Transformational Leadership *Strong emphasis on followers' needs, values and morals *encourage moral responsibility *Stressing values such as: -Liberty, justice, equality *Connection between leader and follower like Heifetz perspective -Raises level of morality of both *Leader's roles -Assist followers in assessing their values and needs -Help followers to rise to a higher level of functioning

Ethical Theories

*Two Broad Domains: Theories about leaders' conduct and leaders' character (2) *Conduct -Consequences (Teleological Theories) -Ethical Egoism -Utilitarianism *Duty or rules (Deontological Theories) -Character -Virtue-based Theories

Five Cross-Cultural Competencies for Leaders (Adler & Bartholomew, 1992)

*Understand business, political, & cultural environments worldwide *Learn the perspectives, tastes, trends & technologies of many cultures *Be able to work simultaneously with people from many cultures *Be able to adapt to living & communication in other cultures *Need to learn to relate to people from other cultures from a position of equality rather than superiority

Pseudotransformational [BASS]- personalized leadership

*Uses motivation skills for personalized gain *Focuses on the leader's own interests rather than the interests of their followers *Leaders who are transforming but in a negative way *Self-consumed, exploitive, power-oriented, with warped moral values *Personalized leadership *Leaders like: Adolph Hitler, Saddam Hussein

Strengths of Transformational Leadership (9)

*Widely (broadly) researched from many perspectives *Intuitive appeal - special *Process-focused that occurs between followers and leaders *Broader (expansive) leadership view - lots of concepts, needs/morality *Emphasizes followers - importance of followers needs, values and morals *Effectiveness - research support

Ethics: Character

*about a person's character *Focus on who people are as people -Rather than tell people what to do, tell people what to be *Help people become more virtuous through training and development -Become just by acting just *Virtues present within person's disposition, and practice makes good values habitual -Examples: courage, honesty, fairness, justice, integrity, humility

Transactional Leadership Theory

*focus on exchanges between leaders and followers *Trade off, this for that *Think about what motivates you to work *does not individualize the needs of followers or focus on personal development *exchange things to advance their own and follower's agendas *influential bc in the best interest of the followers for them to do and what the leader wants *Focuses on exchanges that occur between leaders and their followers *The exchange dimension is so common that you can observe it at all walks of life

Psychodynamic Approach: KEY CONCEPTS AND DYNAMICS

*focus on inner theatre -people who have influenced for better or worse -themes rooted in our deepest wishes, needs, goals contribute to our unique personality style -recurring relationship patterns we take into adulthood -act on own wishes then we react to percieved reactions not actual reactions *focus on leader-follower relationships *3 assumptions in groups that may result in pathological regressive processes. deflecting people from principle tasks to be performed *Dependency -helplessness, neadiness -contributes to goal-directness *Flight-flight -fight= aggression against peers, authority including aviodance, absenteeism -leaders= using in-group/out-group pairing -pairing up with a person or subgroup perceived as powerful

Authentic Leadership Defined

*focuses on whether leadership is genuine and real different viewpoints for defs *interpersonal perspective... focus on leader and what goes on within a leader (Shamir and Eilam) suggest leaders exhibit genuine leadership, lead from conviction, and and are originals -interpersonal process.. relational, created by leaders and followers together (Eagly) -developmental perspective.. (Avolio) something that can be nurtured. can be triggered by major life events -4 components: self-awareness, internalized moral perspective, balanced processing, and relational transparency (Avoilio, Walumbwa)

Transformational (transforming) Leadership Theory

*occurs when one or more persons engage with others in such a way that leaders and followers raise one another to higher levels of motivation and morality" *emphasis on intrinsic motivation and follower development, which feeds the needs of today's work groups, who want to be inspired and empowered to succeed in times of uncertainty *one to one & broad attempts follower and leader transformation process *"make you a better man" *improve performance and develop follower's to fullest potential *Leader is attentive to the needs and motives of followers and tries to help followers reach their fullest potential *better outcomes than transactional leadership since *followers doing more than expected *In the process leader may change himself

Components of Authentic Leadership

*self-awareness -understand impact they have on others -understanding who you really are at a deeper level -know themselves, what they stand for, have a strong anchor for their decisions and actions *internalized moral perspective -internal moral standards guide their behavior -don't allow outside pressures to control them -actions are consistent with beliefs *balanced processing -analyze information objectively and explore other opinions before making a decision -avoiding favoritism and remaining unbias *relational transparancy -share their core feelings,motives, with others in an appropiate manner -show both negative and positive aspects to others

Ethics: Kohlberg's stages of moral development

*study asked young children reasoning behind decisions *focused exclusively on justice values *sex-biased *individualistic culture *Level 1: Pre-conventional -Obedience and punishment -individualism and exchange *Level 2: Conventional -Interpersonal and conformity (what others expect of me) -mainiting and social order (in order for society to function) *Level 3: Post-conventional -social contract and individual rights (justice approach) -universal princniple (internalized)

Psychodynamic Approach: The Clinical Paradigm

*there is a rationale behind every human act -may be interwoven with unconscious needs and desires *a great deal of mental life (feelings, fears, and motives) lies outside of conscious awareness -it still affects conscious reality and even physical well-being -people sometimes aren't aware of what they are doing and why they are doing it *nothing is more central to whom a person is than the way he or she regulates and expresses emotions *human development is inter and intrapersonal process; we are all products of our past experiences continue to influence us throughout life

The Labyrinth: Human Capital Differences (6a 7a)

*women have less human capital investment in education, training, and work experience than men Pipeline Theory - Women have not been in managerial positions long enough for natural career progression to occur (Heilman, 1997) -Not supported by research -Not a good enough reason *Division of labor leads women to self-select out of leadership tracks by choosing "mommy track" positions that do not funnel into leadership positions (Belkin, 2003; Ehrlich, 1989; Wadman, 1992) Research does not support this argument as the full explanation (Eagly & Carli, 2004) -Some support? -But do experience greater losses after quitting Additional burden for domestic and child-rearing *Women occupy more than half of all management and professional positions (Catalyst, 2005), but have fewer developmental opportunities -Fewer responsibilities in the same job as men are less likely to receive encouragement, be included in key networks and receive formal job training than their male counterparts -confront greater barriers to establishing informal mentor relationships *there is support that women have less work experience and more interruptions *there is support that they receive less formal training and have fewer development opportunties

Team Leadership: How doe the model work?

-1st - Leader engages in the decision making process -2nd - Determining where exact intervention is needed -3rd - Determine action needed -4th - Determine to intervene at any or all 3 levels

Transformational Leadership Influences Ethics of followers

-Authentic leadership positively affects follower's moral identities and moral emotions, leading to moral decision making.actions -positive link to group ethical climate

Criticisms of Cultural Leadership (10)

-Can't form a theory -Labels and definitions are somewhat vague -All "eye of the beholder" - perception vs. function -Trait approach? -needs to research how leadership functions in different cultures -Low precision -No situational variables (acts like a trait approach)

Team Leadership: Characteristics of Team Excellence (Larson & LaFasto, 1989)

-Clear, Evaluating Goal -Results-Driven Structure -Competent Team Members -Unified Commitment -Collaborative Climate -Standards of Excellence -External Support and Recognition -Principled leadership (4)

authentic leadership: Criticisms

-Concepts and ideas presented by George's practical approach are not fully abstained -moral components of authentic leadership is not fully explained -research have questioned whether positive -psychological capactities should be included, difficult to measure -not clear how leadership results in positive organizational outcomes

Factors contributing to leadership effectiveness & rise of female leaders (8)

-Culture of many organizations is changing -Gendered work assumptions are being challenged -Organizations valuing flexible workers & diversity of top managers and leaders -Developing effective and supportive mentoring relationships -Greater negotiation ("asking") power for women Effective and predominance of women owned businesses

Strengths - Team Leadership (9)

-Designed to focus on real-life organizational work group and the leadership needed ~ -Provides answers -Provides a cognitive guide -Recognizes the changing roles (of leaders and followers) -Can be used as a tool

Why we need to study gender and leadership? (9)

-Develop a more androgynous conception of leadership (no restrictions) -Research on gender and leadership is productive in both dispelling myths about the gender gap and shining the light on aspects of the gender barrier that are difficult to see and therefore are overlooked -Understanding many components of the labyrinth will give us the tools necessary to combat this inequality from many perspectives -Research addresses larger, more significant considerations about gender and social systems

Culture : GLOBE : Universally Desirable & Undesirable Leadership Attributes (7)

-GLOBE project identified a list of leadership attributes Universally endorsed by 17,000 people in 62 countries as positive aspects of effective leadership -GLOBE project identified 22 valued leadership attributes -Characteristics that facilitate outstanding leadership -GLOBE study also identified attributes viewed as obstacles to effective leadership -Characteristics that hinder effective leadership

Dimensions of Culture - Globe

-House el al's (2004) research on the relationship between culture and leadership resulted in the GLOBE research program -Initiated in 1991 - this program involved more than 160 investigators -Used quantitative measures to study the response of 17,000 managers in more than 950 organizations, 62 different cultures -Developed a classification of cultural dimensions - identified 9 cultural dimensions

Centrality of Ethics to Leadership (5)

-Influence dimension of leadership requires the leader to have an impact on the lives of followers -Power and control differences create enormous ethical responsibility for leader's -Decision making importance -Respect for persons - sensitive to followers' own interests, and needs -Leaders help to establish and reinforce organizational values - an ethical climate

Navigating the Labyrinth Leadership Effectiveness - CHART ***

-Interpersonally - support, language that people use Individual - awareness, enhance individual negotiations -Organizations - flex-time policies, involving them in career development programs, informal programs, formal networks, and offering work-life support -Societal - more gender equity in domestic responsibilities -restructure negociation power and advantages for women -starting out own ventures -competence + warmth/friendliness

Ethics: Criticism (10)

-Lacks strong body of traditional research findings to substantiate the theoretical foundations -Relies heavily on writings of just a few individuals that are primarily descriptive and anecdotal in nature, and are strongly influenced by personal opinion and a particular worldview

What we are still leaving out (10)

-Leadership researchers should put a greater emphasis on understanding the role of race and ethnicity (and other types of diversity) in leadership processes -Researchers should examine the differences in the impact of race or ethnicity and gender on leadership -Research into gender issues and leadership is predominantly in Western contexts and should be expanded into other global regions need to close gender gap at home first

Hill Model: Team Leadership: Leadership Decisions - 3

-Monitor or take action -Help in completing Task or maintaining relationships -Internal or external intervene -Continue monitoring the team or take action based on current information -Determine the general task or relational function of intervention needed -Intervene at internal level (within team) or external level (team's environment)

Chapter 16 Leadership Ethics Perspective (Guide)

-No theories, just a guide for leaders in ethical situations -earliest writings, how leadership theory and practice could be used be used to build a more caring and just society -> W.K. Kellog "Ethics, the heart of leadership"

What's wrong with the glass ceiling metaphor? (5)

-Not just one sudden obstacle -Not one point in time -More of a labyrinth Makes women look less intelligent As if they didn't notice there was a "ceiling" -Suggests the barriers are only high -Implies a stupidity: women hit their heads

Criticism - Team Leadership (10)

-Not totally supported or tested -Doesn't include all the "skills"? (decisions?) -Fails to provide much guidance -Requires a lot of skills in each of the "leaders"

Psychodynamic Approach: APPLICATION

-Organizational detectives explore hidden behavior -> manage denses, learn to -express emotions, and cultivate perception of self and others that accord with reality -group coaching, participants work together to uncover blind spots, challenge one another, identify behavior for change,

Ethics: Strengths (9)

-Provides a body of timely research on ethical issues -Provides direction on how to think about ethical leadership and how to practice it -Suggests that leadership is not an amoral phenomenon and that ethics should be considered as integral to the broader domain of leadership -Highlights principles and virtues that are important in ethical leadership development

Application - Transformational Leadership

-Provides a general way of thinking about leadership that stresses ideals, inspiration, innovation and individual concerns -Can be taught to individuals at all levels of organization -Able to positively impact a firm's performance -May be used as a tool in recruitment, selection, promotion and training development -Can be used to improve team development, decision-making groups, quality initiatives and reorganizations -The MLQ helps leaders to target areas of leadership improvement

Hill's Model for Team Leadership : Team Effectiveness -

-Team Performance - task accomplishments -Team Development - maintenance of the team Would you want to work with them again?

Ethnocentrism -

-The tendency for individuals to place their own group (ethnic, racial, or cultural) at the center of their observations of the world -Perception that one's own culture is better or more natural than other cultures -Is a universal tendency and each of us is ethnocentric to some degree *Ethnocentrism can be a major obstacle to effective leadership -Prevents people from understanding or respecting other cultures -know when to remain grounded in their own cultural values -Culture shock

Culture: Application:

-Training -The findings about culture can help leaders understand their own cultural biases and preferences -Different cultures have different ideas about what they want from their leaders, and these findings help our leaders adapt their style to be more effective in different cultural settings -The findings can help global leaders communicate more effectively across cultural and geographic boundaries -Information on culture and leadership can be used to build culturally sensitive websites, design new employee orientation programs, conduct programs in relocation training and improve global team effectiveness

Application of Team Model

-Useful in leader decision making -Model provides a cognitive map to identify group needs and offer suggestions on appropriate corrective actions -Model assists leader in making sense of the complexity of groups and provides suggested actions to improve group effectiveness -Can be used as a team diagnostic tool

Psychodynamic Approach: Criticisms (10)

-based on the psychology of the abnormal rather than the normal depends on each individual-> hard to provide specific guidelines -focuses on leader style while structure of org is still important

HOW DOES SERVANT LEADERSHIP WORK

-behavior leaders should exhbit to put followers first and to support followers development -begins with leader commitment to put followers first

How does authentic leadership work

-both practical and theoretical perspectives describe a developmental process that forms leaders over time -practical = prescription for how to be an authentic -theoretical = what it is and accounts for -leaders are seen as trustworthy and believable

SERVANT LEADERSHIP

-both service and influence -put followers first, empower them, and help them -develop their full personal capactities -serve for greater good -viewed as a behavior *SERVANT LEADERSHIP DEFINED -Greenleaf (1970) defines servant leadership *HISTORICAL BASIS OF SERVANT LEADERSHIP -Hermann Hesse's "Journey to the East" servant was the leader

authentic leadership: application

-can be learned -HR departments may be able to foster authentic -leadership behaviors in employees who reach leadership positions -advocate ethical choices -using life events

More likely to see women in elite leadership roles

-changes in workplace norms and developmental opportunities for women -greater gender equity in domestic responsibilities -greater negociation power of women -women-owned business -changes in incongruity between woman and leadership

Evidence of the Leadership Labyrinth

-evidence reveals that gender sterotypes can significantly alter the perception and evaulation of female leaders and can directly affect women in or aspiring to leadership roles -currently occupy more than half of all management and professional positions - 51.5% (Catalyst, 2009) -make up nearly half of the US labor force - 46.7% (US Bureau of Labor Statistics, 2008) -still underrepresented in upper echelons of America's corporations and political systems -represent only 5.2% of Fortune 500 top earners -have 7.9% of highest titles in the Fortune 500 -represent only 3% of Fortune 500 CEOs (Catalyst, 2009) -hold only 15.7% of Fortune 500 board seats -merely 3.4% of the boards seats are held by women of color (Catalyst, 2006) *Women in Politics -90 of the 535 seats in the US Congress - 16.8% -17% in the Senate -16.8% in the House of Rep -Women of color occupy just 24 seats - 4.4% (Center for the American Women and Politics) -World average of women's representation in national legislatures or parliaments is 19.3% with the US ranked 70th out of 187 countries (Inter-Parliamentary Union) *It is a global phenomenon -Women are disproportionately concentrated in lower-level and lower-authority leadership positions than men -Encompasses ethnic and racial minorities as well

authentic leadership: Strengths

-expresses worthy leadership in society -provides broad guidelines for those who want to be authentic leaders -includes a explicit moral dimension -authentic values and behaviors can be developed over time -can be measured using the Authentic Leadership Questionaire

Psychodynamic Approach: Strengths (9)

-leaders in interest in and understanding their own behavior and followers -provides in depth and systemic investigation of one person, group, community -understand drivers for both leader and follower -> can improve their orgs relationship and team performance

SERVANT: STRENGTHS

-makes altruism the central component of the leadership process -servant leadership provides a counterintuitive and provactive approach to the use of influence in leadership -give up control rather than seek control -there are conditions under which servant leadership is not preffered kind of leadership -recent research has resulted in a sound measure of servant leadership

Servant: CRITICISMS

-name of leadership diminishes the potential value of approach -the mechanism of how influence functions is not explicit -there is a debate among scholars regarding the core dimensions of the process -altruistic conflicts with principles of leadership unclear why conceptualizing is included in model

HISTORY OF PYSYCHODYNAMIC APPROACH

-orgins from Freud's psychoanalytic theories of human behavior -Tavistock Group.. sociotechnical systems

Team Leadership: McGrath's Critical Leadership Functions

1. Diagnosing Group Deficiencies 2. Taking Remedial Action 3. Forecasting Environmental Changes 4. Preventing Deletrious Changes

Dimensions of culture - Globe 1-9 (5)

1. Uncertainty Avoidance: -Extent to which society, organization or group relies on established social norms, rituals, procedures to avoid uncertainty 2. Power Distance: -Degree to which members of a group expect and agree that power should be shared unequally 3. Institutional Collectivism: -Degree to which an organization or society encourages institutional or societal collective action 4. In-Group Collectivism: -Degree to which people express pride, loyalty and cohesiveness in their organizations or families 5. Gender Egalitarianism: -Degree to which an organization or society minimizes gender role differences and promotes gender equality 6. Assertiveness: -Degree to which people in a culture are determined, assertive, confrontational, and aggressive in their social relationships 7. Future Orientation: -Extent to which people in future oriented behavior such as planning, investing in future, and delaying gratification 8. Performance Orientation: -Extent to which an organization or society encourages and rewards group members for improved performance and excellence 9. Humane Orientation: -Degree to which a culture encourages and rewards people for being fair, altruistic, generous, caring and kind to others

Hill's Model for Team Leadership: Leadership decisions

1.Monitor or take action 2.Task or relational -Act on task or relational issues -Internal or external 3.Intervene - staff or customer?