LEADERSHIP MIDTERM

Know how to use delegation to support empowerment.

-Assigning formal authority and responsibility for accomplishing a specific task to another person. -A major contributor to empowerment. -An opportunity for group members to develop their skills and demonstrate competence. -Without delegation, effective leadership and management cannot take place. -To lead is to inspire and persuade others to accomplish tasks, not to accomplish everything by working alone. -->The specific task or scope of decision making is narrow. More control than empowering others to take control and responsibility. Empowerment gives a broader amount of power.

Explain the basics of 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. 1.Be decisive : -->widely communicated to reassure.-->plans to resolve problems which created crisis. 2.Lead with compassion : -->make sacrifices before asking others to. 3.Thinks strategically (see the big picture)-->multi-team systems. 4.Reestablish the usual work routine 5.Avoid a circle-the-wagons mentality : -->strongly defend yourself against critics or deny wrongdoing. 5.Display optimism -->don't wallow in pessimism 6.Prevent the crisis through disaster planning 7.Stay calm and Provide stable performance: 8.Be a transformational leader: David Novak CEO of oGoLead!

Explain the link between business ethics and organizational performance.

-High ethics and social responsibility are sometimes related to good financial performance. -Relationship between social responsibility and financial performance may be a virtuous circle. -Corporate social responsibility and corporate financial performance may feed and reinforce each other.

Pinpoint leadership initiatives to enhance the acceptance of cultural diversity.

-Hold managers accountable for achieving diversity. -Establish minority recruitment, retention, and mentoring programs. -Conduct diversity training. -Conduct cross-cultural training. -Encourage the development of employee networks. -Avoid group characteristics when hiring for person-organization fit. -Modify products and services for targeted demographic groups. -Attain diversity among organizational leaders.

Describe how leaders contribute to the management of knowledge and the learning organization.

-Knowledge Management (KM) is the concerted effort to improve how knowledge Is created, delivered, and applied -Knowledge Management helps create a Learning Organization. CKO-chief knowledge officer. -A Learning Organization is skilled at creating, acquiring, and transferring knowledge - and - at modifying behavior to reflect new knowledge and insights. Initiatives: -Supportive learning environment -concrete learning processes and practices -leadership that reinforces learning. -Systems thinking (organizational learning). See big picture. Everyone effects everything.

Summary of Leadership theories

-Leaders are more effective when they make their behavior contingent upon situational factors. -Situations shape how leaders behave, and they also influence the consequences of leader behavior. -Fiedler's contingency theory proposes the best style of leadership is determined by situational factors including leader-member relations, task structure, and position power. -The path-goal theory of leadership effectiveness specifies the best leadership style based on the characteristics of the group members and the tasks. -The SLII model explains how to match leadership style to the readiness of group members. -The normative decision model explains leadership as a decision-making process. -The LMX model indicates leaders who adapt their style to different individuals within the group, or who have different quality relationships with individual group members, are essentially practicing contingency leadership. -Leading through a crisis is a form of contingency leadership. -Leaders applying evidence and research to their behaviors and practices are using evidence-based leadership.

Describe the relationship between power and influence.

-Leadership is an influencing process. -Influence is the ability to affect the behavior of others in a particular direction. -Power is the potential or capacity to influence. -A leader must acquire power to influence others. The end results of a leaders influence (the outcomes) are a function of the tactics he/she uses. 1. Commitment: The leader's highest goal & the most successful outcome -The target of the influence attempt is enthusiastic about carrying out the request and thus makes a full effort towards doing so. 2. Compliance: The influence attempt is only partially successful -The target is apathetic about carrying out the effort and thus only makes a modest effort. 3. Resistance: The influence attempt is unsuccessful -The target is opposed to carrying out the request and thus finds ways to either not comply or to do a poor job. Makes excuses, procrastinates, and just not doing task. These influence tactics are in turn moderated, or affected by: -The leader's traits -The leader's behaviors -The situation

Pinpoint factors contributing to organizational politics.

-Organizational politics refers to Informal approaches to gaining power through means other than merit or luck. -Politics are played to achieve power, either directly or indirectly. -Leaders need political skill to build alliances and gain resources. Leader political support: refers to "Political acts and influence behaviors performed by leaders to provide followers with valuable resources to advance individual, group, or organizational objectives. -You don't want to lose connection with powerful person. Need to make relationships and build resources. -Leaders need political skill for such purposes as building alliances and gaining resources for their constituents.

Explain how global leadership skills contribute to leadership effectiveness.

-These skills refer to the ability to exercise effective leadership in a variety of countries. -The essence of global leadership is the ability to influence people who are dissimilar to the leader and stem from different cultural backgrounds. -Excellent global leaders have a leadership style that generates superior corporate performance in terms of: 1. Profitability and productivity 2. Continuity and efficiency 3, Commitment and morale 4, Adaptability and innovation -Leaders who have all 4 criteria have behavioral complexity.

Six skills, when mastered and used in concert, allow leaders to think strategically and navigate the unknown effectively.

1. Anticipate -scan environment for signals of change. -talk to customers, suppliers, etc. to understand their challenges. -list lost customers and figure out why. 2. Challenge - status quo 3. Interpret -Synthesize all info you have -recognize patterns, push through ambiguity, and seek new insights. -zoom in on details and out to see big picture. -look for disconfirmations in your hypothesis. -step away for an open mind. 4. Decide -tough calls w/incomplete info;quickly. -take short and long term into consideration. -ask what other options we have. -divide big decisions into parts -consider pilots 5. Align -common ground; active outreach -transparent w/colleges; trust -communicate early and often -look for hidden agendas/coalitions -reach out to resisters directly. 6. Learn -organizational learning -create culture of inquiry -study failures. -There's a tendency to punish rather than learn from mistakes; cover ups -create culture which inquiry is valued and mistakes are viewed as learning opportunities.

Initiatives to enhance organizational learning

1. Create a strategic intent to learn. 2. Create a shared vision. 3. Empower employees to make decisions and seek continuous improvement. 4. Develop systems thinking. 5. Encourage personal mastery of the job. 6. Encourage action learning. 7. Learn from failure. 8. Encourage continuous experimentation. 9. Develop political skills to make connections with and influence others. 10. Encourage creative thinking.

Identify tactics used for becoming an empowering leader.

1. Foster initiative and responsibility - They know what they are there to do, and just do it. 2. Link work activities to organizational goals - Empowered workers will feel they identify with company better. 3. Provide ample information - Should understand their impact on cost/benefits. 4. Allow group members to choose methods - and to determine most efficient work technique is the essence of empowerment. 5. Encourage self-leadership 6. Establish limits to empowerement - Some may think they can now make decisions unilaterally, w/o conferring with managers, team leaders, or other team members. 7. Continue to lead - Even though you empower, still need to provide guidance, emotional support, and recognition. Just b/c employees are empowered doesn't mean they should be abandoned. 8. Take into account empowerment expectations- Workers felt role ambiguity(confusion about what was expected of them) with too much.

Dimensions of cultural values

1. Performance orientation - degree to which a society encourages and rewards group members for performance improvement and excellence. US^ Russia, Greece down. 2. Assertiveness - Sweden, NW down US^ 3. Future orientation - future-oriented behaviors such as delayed gratification, planning, and making investments for the future. 4. Time orientation - importance placed on time. Urgent-time is scarce resource; impatient Casual-time is an unlimited/unending resource; patient. 5. Humane orientation - encourages and rewards fair, altruistic, caring people. 6. In-group collectivism - degree to which individual expressed pride, loyalty, and cohesiveness in their organization and family. 7. Gender Egalitatianism- equality. 8. Power distance - respect elders 9. Uncertainty avoidance- rely on social norms, rules, and procedures to lessen the unpredictability of the future. 10. Work orientation- how many hours worked vs. leisure or other activities.

Factors contributing to organizational politics continued

1. Pyramid-Shaped organizational structure: Concentrates power at the top. Limited. Politics very high. 2. Subjective standards of performance: Favoritism. "Not what you know, but who you know that matters." - Chance of politics higher. 3. Environmental uncertainty and turbulence. 4. Emotional insecurity 5. Machiavellian Tendencies: amoral, manipulating tyrant. Charming, wicked, disturbing. Backstab you. 6. Encouraging admiration from subordinates.

Components of strategic leadership

1. Thinking at a cognitively high level -long term thinking. -requires you to interpret all the data -recognize patterns, clarify ambiguity, and realize new insights. -conceptual prowess. Good fit w/nature of work. -ability to focus outward. -creative problem solving 2. Maintaining a human and emotional component -intuition rather than analysis. -synthesizing information and thinking ahead. 3. Gathering multiple inputs form many sources to formulate a strategy -conduct research to create a vision -customers;crowdsourcing (public/social media) employees, other stakeholders. 4.Anticipating and creative a future -setting the direction towards the future -must accurately forecast future; consumer preference; demands; and skill mix needed. -creating is more forceful approach. Re-inventing the industry. creates conditions that don't yet exist. Steve Jobs at Apple. 5.Adopting a revolutionary or contrarian outlook Ultimately, creating a VISION -mission thinking -shared that will motivate good performance.

Types of powers continued 3-7

3. Power stemming from ownership- "The person who owns the gold rules" 4. Power stemming from dependences- Dependence perspective: people accrue power when other are dependent on them for things of value. Can be positional or personal. 5. Power derived from capitalizing on Opportunity-Right place @ right time and taking action. Also needs to have the right resources to capitalize on an opportunity. 6. Power stemming from managing critical problems- Strategic contingency theory: units best able to cope with the firms critical problems and uncertainties acquire relatively large amounts of power. 7. Power stemming from being close to power

Describe key features of a power-oriented linguistic style.

A major part of being persuasive involves choosing the correct linguistic style, a person's characteristic speaking pattern. ex) amount of directness, pacing and pausing, work choice, and the use of such communication devices as jokes, figures of speech, anecdotes, questions, and apologies. Includes culturally learned signals on their communication, interpretation, and evaluation of others. Several components of a linguistic style that would give power and authority to the message sender in many observations. (power-oriented style) - Speak loudly. Too low makes you project low self-confidence. - Use the pronoun I to receive more credit for your ideas. Could backfire in group setting. -Minimize self-depreciation. Apologize infrequently, avoid "im sorry" - Make your point quickly -Emphasize direct rather than indirect talk. -Weed out wimpy words - Know exactly what you want. -Speak at length, set the agenda for a conversation, make jokes, and laugh. Be ready to offer solutions to problems, as well as to suggest a program or plan. Creates confidence in listeners. -Strive to be bold in your statements. -Frame your comments in a way that increases your listeners receptivity. The Fram is build around the best context for responding to the needs of others. "Lets dig a little deeper"

Creativity and Motivation

Creativity is the production of novel and useful ideas. Innovation refers to the creation of new ideas and their implementation or commercialization. Breakthrough development. Organizational Creativity is the creation of a valuable, useful new product, service, idea, procedure, or process by individuals working together in a complex social system.

Explain the contribution of cultural sensitivity and cultural intelligence to leadership effectiveness.

Cultural Sensitivity is an awareness of and a willingness to investigate the reasons why people of another culture act as they do. Leaders must acquire knowledge about local customs and learn to speak the native language passably (unless the company has an English-only policy). Aspects of cultural sensitivity: Five aspects of cultural sensitivity: 1. Recognition of nuances in customs 2. Being a multicultural worker 3. Recognizing potential problems of cultural misunderstanding 4. Transgender employees 5. Flexibility in dealing with others English only policy and cultural sensitivity -A growing number of companies have declared English the official language of business. -One argument for English-only policy is that multilingualism can interfere with accomplishing business goals. -However, some see the policy as an affront to their cultural identity and may resent the idea that English is superior. -Note that this policy does not allow companies to require workers speak only English during breaks or when interacting with one another. Cultural Intelligence -Cultural Intelligence (CQ) is an outsider's ability to interpret someone's unfamiliar and ambiguous gestures the way that person's compatriots would. Three components of Cultural Intelligence (CQ) 1. Cognitive CQ (head) -Factual clues about relevant behavior. 2. Physical CQ (body)- adapting to peoples habits/mannerisms. 3. Emotional/motivational CQ (heart) - adapting to new culture involves overcoming obstacles and setbacks. Practice. A divergent learning style contributes to the development of cultural intelligence. Emphasizes concrete experience and reflective observation. Often imaginative and emotional.

Explain Situational Leadership® II (SLII).

Developed by Kenneth Blanchard and colleagues. -Primary focus is on the characteristics of group members and matching leadership style to those characteristics. SLII is designed to increase the frequency and quality of conversations about performance and professional development between leaders and group members so that: -Competence is developed. -Commitment takes place. -Turnover among talented group members is reduced. SLII is particularly applicable to front-line leaders, such as supervisors and team leaders. Basics of SLII - The basis for effective leadership is managing the relationship between leader and a group member on a given task. The grid shows directing (task-related behaviors) on the bottom x axis and Supporting (relationship behaviors) on the side y axis. -Top left corner is :S3, D3. S3=Supporting leadership style: Low on directing and high on supporting behaviors. D3=Capable but Cautious Performer: Growing competence and variable commitment. -Top right corner is: S2,D2. S2=Coaching Leadership Style: High on directing and high on supporting behaviors. D3=Disillusioned Learner: Some competence but low commitment -Bottom left corner is S4, D4. S4=Delegating Leadership Style: Low on directing and low on supporting behaviors. D4=Self-Reliant Achiever: Highest level of commitment and competence. -Bottom right corner is S1, D1. S1=Directing Leadership Style:High on directing and low on supporting behaviors. D1=Enthusiastic Beginner: Low competence but high commitment. Over a period of time, you need to change your style. Ex. Bob Nardelli didn't change when he went from GM to Home Depot. SLII Basics: Effective leadership depends on two independent behaviors: 1.Supporting Behaviors Listening Giving Recognition Communicating Encouraging Coaching 2.Directing Behaviors Giving Explicit Directions Controlling Supervising Ruling Regulating Represents a consensus of thinking about leadership behavior in relation to group members. -No one style is best. -An effective leader uses all styles, depending on the situation and the individual group member. -Applying SLII consistently is challenging because leaders must "stay tuned" and tasks shift rapidly. -However, the model has become a basis for leadership training as the model builds on other explanations of leadership that emphasize the role of task and relationship behaviors.

Explain the path-goal theory of leadership effectiveness

Developed by Robert House Specifies what a leader must do to achieve high productivity and morale in a given situation. In general, the theory says a leader who attempts to "clear the path" to a goal for a group member tends to find the group member's job satisfaction and performance increase. -A leader should choose a leadership style that takes into account the group member characteristics and the task demands. -The theory is based on the Expectancy Theory of Motivation. -To use path-goal, the leader must asses the relevant variables in the environment and then select one of the four styles. Environmental contingency factors include: 1. The group members tasks. 2. The authority system within the organization, 3. the work group. Using Path-Goal Theory to Match Leadership Style to Situations 1.DIRECTIVE-Tasks are unclear 2.SUPPORTIVE-Tasks are frustrating and stressful, plus group members are apprehensive 3. PARTICIPATIVE-Tasks are non-repetitive and group members are capable and motivated 4. ACHIEVEMENT-ORIENTED-Tasks are unique or entrepreneurial and group members are competent and committed. Will not take directive well. Able to go from directive to supportive. For example, during a crisis be directive to help the group take fast action. Leader may then switch to supportive role once initial action has been taken and sees the workers are stressed. Mark Murphy, President and CEO of Green Bay Packets. Some steps leaders can take to influence performance and satisfaction: 1. Recognize or activate group members needs over which the leader has control. 2. Make the paths to payoffs (rewards) easier by coaching and providing direction. 3. Reduce frustrating barriers to reaching goals. 4. Be careful not to irritate people by giving them instructions on things they already can do well. Evaluating path-goal theory: The basic tenets of the theory are on target. Any comprehensive theory of leadership must include the idea that a leader's actions have a major impact on the motivation and satisfaction of group members. The theory, however, has never attracted much interest from leaders or managers because of its complexities.

Leader-Member Exchange (LMX) Theory

Highlights the importance of leader behaviors not just toward the group as a whole but toward individuals on a personal basis. Another perspective on the contingency approach. --Leaders who adapt their style to different individuals within the group, or have different quality relationships with individual group members, are essentially practicing contingency leadership. LMX Conclusions: -Leaders tend to give members of their in-group more favorable performance ratings than they give to out-group members, even when objective performance is the same. -Leaders do not always develop entirely different relationships with each group member, but may respond the same way to a few members of the group. -Larger groups tend to result in differences with respect to leader-member exchanges. -Managers are more likely to use servant leadership in groups with whom the leader has high-quality exchanges. -Leaders are more likely to use empowerment with group members with whom they have high-quality exchanges. -LMX quality median influences how leader-member exchanges and differentiation affect team performance.

Describe what leaders can do to foster an ethical and socially responsible organization.

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. Creating an ethical organizational culture: 1.Providing Strategic Leadership->senior management become ethics leaders, set tone. Legality isn't same as morality.-->Leading by example. 2. Creating a Pleasant Workplace-flexible working hours; on-site day care; concierge services, such as dry cleaning pickup. 3.Conducting an Environmental Audit 4.Helping Build a Sustainable Environment 5.Engaging in Social Entrepreneurship - the use of mark-based methods to solve social problems such as homelessness, contaminated drinking water, and poverty. Father Gregory Boyle, CEO of Homeboy Industries. 6.Engaging in Philanthropy- Working with suppliers to improve working conditions, China labor watch. 7. Establishing Written Codes of Ethical Conduct- Sarbanes Oxley Act 8. Developing Formal Mechanisms for Dealing with Ethical Problems 9. Accepting Whistleblowers-an employee who discloses organizational wrongdoing to parties who can take action. Protect them. 10. Providing Training in Ethics and Social Responsibility 11. Placing Company Interests over Personal Interests-shared leadership can provide checks and balances.

Identify a set of influence tactics relatively neutral with respect to ethics and honesty.

If implemented with good intentions, these tend to be positive. If implemented with bad intentions, these tend to be negative. Ingratiation -Positive: Well-deserved flattery or compliments -Negative-Acting like you like someone, even when you do not. Being flowery and loving only to make someone feel important Joking and Kidding -Attempting to "soften the blow" - "laughing off the bad news" Upward Appeal -Getting someone from above to do the influencing -Can be seen as bullying and ingratiating Co-Opting Antagonists -Winning over opponents by making them part of the team or giving them a stake in the system

Summarize some empirical research about the effectiveness and sequencing of influence tactics.

Influence tactics must be understood in relation to one another. Relative Effectiveness of Influence Tactics -Studies show the most effective tactics are rational persuasion, inspirational appeal, and consultation. -Least effective are pressure, appealing to a legitimate authority, and coalition Sequencing of Influence Tactics -In general, begin with the most positive, or least abrasive, tactic. -Proceed to stronger tactics to gain advantage being sought. -Also, begin with the low-cost, low-risk tactics.

Components of Knowledge Management

Knowledge Creation- Spurs innovation through training, seminars, professional development, degree completion Knowledge Dissemination-Allows group members access to key information and support through intranets and internal online collaboration networks Knowledge Application-Helps group members apply learning to their jobs through mentoring, shadowing, on-the-job training, and workshops -There is a human tendency to hoard information rather than share information. -Group members may prefer face-to-face sharing versus entering data into a computer. -Data entry can undermine the intuitive spark often created through interpersonal interactions. -Is difficult to decipher what information is truly useful. Servant leadership and knowledge creation -Servant leaders are effective in sharing leadership responsibility, and shared leadership enhances creation of knowledge. How does servant leadership facilitate knowledge creation? -A free flow of information exchange among group members -Caring for people

Use the normative decision model to determine the most appropriate decision-making style in a given situation.

Leaders must choose a style that elicits the correct degree of group participation when making decisions. -Views leadership as a decision-making process where the leader examines the elements involved in the situation in order to determine the most effective decision-making style. Model includes: -Five decision-making styles -Seven situational factors Decision Making Styles: what differs is the degree of group member participation. 1. Decide-->Leader makes the decision alone and announces it 2. Consult (Individually)-->Leader works with all group members individually to gather their suggestions and makes the decision alone 3.Consult (Group)-->Leader works with group members as a group in a meeting, gathers their suggestions, and makes the decision alone 4.Facilitate-->Leader presents problem to group, facilitates discussion, gathers input, and makes sure not to favor his or her individual decision 5.Delegate-->Leader permits group members to make the decision, works behind the scenes, and does set limits but allows group members to work autonomously Contingency/Situational Factors: 1.Decision Significance--> to the success of a project or the organization 2.Importance of Commitment-->of the team to the decision 3.Leader Expertise--> and knowledge in relation to the problem 4.Likelihood of Commitment--> of the team to a decision if the leader makes the decision on his/her own 5.Group Support--> of the team in relation to the organization's objectives at stake in the problem 6.Group Expertise--> of the team members in relation to the problem 7.Team Competence--> of the team members ability to work together in solving problems. Evaluating the Normative Decision Model. -Has been shown to lead to increased decision-making effectiveness. -Leaders who consistently use the model are typically seen to be more effective leaders in that they have increased the effectiveness of their decision making. -Prompts leaders to reflect on whether a group or unilateral decision is best based on the issue. -Assessing the situational factors can be challenging and typically relies on intuition and distorted thinking. -Applying the model in its true form is complicated and time consuming.

Listening as a leadership skill

Listening is a fundamental management and leadership skill. Show Respect. Strategies Towards Enhancing Your Listening Skills: -Show Respect -Selective Listening to Problems -Making the Rounds Impediments to effective listening include: -Not enough time -Speed and difference between speaking and listening -Average rate of speaking is 110-200 words per minute -Average person listens in the range of 400-3,000 words per minute This difference provides a great deal of time to let your mind wander.

Nonverbal communication

Nonverbal Communication -Use Perfect Posture -Use Positive Head and Hand Gestures -If Standing, Stand Up Straight with Feet Outward -Speak at a Moderate Pace with Confident Voice -Smile Frequently and Naturally -Maintain Eye Contact -Gesture in a Natural, Friendly Way -Have a Big Desk or Chair - Take up Space Video Conferencing and Telepresence. Etiquette tips for making a strong nonverbal presence during a videoconference or telepresence conference: -Choose you attire carefully. -Speak in crisp conversational tones and pay attention. -Remember the video is always on you. -Avoid culturally insensitive gestures.

Describe how implicit leadership theories are related to a leader's ability to influence group members.

People are more likely to be influenced by leaders who match their expectations of what a leader should be. -Implicit leadership theories are personal assumptions about the traits and abilities that characterize an ideal organizational leader. As we enter the workplace, these assumptions are activated as group members interact with leaders. -"Prototypes" are positive characterizations of a leader. -"Antiprototypes" are traits and behaviors group members do not want to see in a leader. Implication is a leader who fits group members' prototypes are more likely to influence them than a leader who fits their antiprototypes. Leadership prototypes 1. Sensitivity 2. Intelligence 3. Dedication 4. Charisma 5. Strength 6. Attractiveness Leadership Antiprototype 1. Tyranny 2. Masculinity

Recognize the various types of power.

Potential or ability to influence decisions and control resources. 7 types and subtypes. 1. Position Power-stems from position in org.(teacher) -Legitimate power: the lawful right to make a decision and expect compliance. -Reward power: the authority to give employees rewards for compliance.(Bonus, positive performance eval.) -Coercive power: the power to punish for non-compliance; it is based on fear. 2. Personal Power-are derived from the person rather than the organization. -Expert power: the ability to influence others through specialized knowledge, skills, or abilities. (Dough McMillon CEO of Walmart). Knowledge, money, control of resources. A trainer, mechanic or a plumber has expert power because they have knowledge others don't. -Referent Power: the ability to influence others through one's desirable traits and characteristics. B/C of the followers loyalty, respect, friendship, admiration, affection, or a desire to gain approval. [Nationalism, Patriotism, celebrities, mass leaders, and widely respected leaders. DJT) The skill that you like leads you to believe they're powerful. -Prestige Power: From status/resputation. Integrity, excellent track record or "prestige."

Describe he six basic principles of persuasion.

Six Basic Principles of Persuasion 1. Liking: People Like Those Who Like Them 2. Reciprocity: People Repay in Kind 3. Social Proof: People Follow the Lead of Similar Others 4. Consistency: People Align with Their Clear Commitments 5.Authority: People Defer to Experts 6. Scarcity: People Want More of What They Can Have Less Of

Identify the steps in the creative process.

Step 1: Opportunity or problem recognition Step 2: Immersion - Individual concentrates on problem, gathers all the facts; dream up alternatives. Step 3: Incubation - Let info simmer, engaging the subconscious mind. Step 4: Insight - "AHA" Moment; something clicks. Step 5: Verification and Application - Prove that the creative solution has merit.

Explain how to use the SWOT model to assist in strategic planning.

Strategic Planning encompasses those activities that lead to the statement of the organization's goals and objectives and their chosen strategy. Strategic Planning often takes the form of a SWOT Analysis Internal Environment Analysis: -Strengths- what are your advantages? what do you do well? -Weaknesses-what could be improved? What is done badly? What should be avoided? Do outsiders perceive weaknesses you don't see? Do outsiders perceive weaknesses you don't see? Are there products, services, or work processes you competitors perform better than you do? External Environment Analysis: -Opportunities-assess socioeconomic, political, environmental, and demographic factors that benefit the company. -Threats- assess " " " that are negative impact on co. Contingency planning. Examines the interaction between the organization and its external marketplace EXAMPLE Strengths Favorable Location - Talented Workers - State-of-the-Art Equipment Weaknesses Unfavorable Location - Untalented Workers - Outdated Equipment - Limited Capital Opportunities Culturally Diverse Customer Base - Changes in Technology - Deregulation Threats e-Commerce - Declining Market - New Competitors

Describe the nature of strategic leadership.

Strategy- an integrated, overall concept of how the firm will achieve its objectives. -The nature of strategic leadership is the process of providing the direction and inspiration necessary to create or sustain an organization. -Focuses on the major purposes of the firm -Provides the direction and inspiration for the firm -Creating an organization -Providing direction to the organization -Sustaining an organization The strategic leader's role is creating the organization's future through actions of formulating and contributing to achieving the firm's vision.

Describe the challenge of selective listening, and the basics of making the rounds.

Success is dependent on staying open to all incoming information. The busy leader must avoid listening to limited categories of information such as good news, bad news, or financial news. A CEO with a propensity to listen only to financial results might ignore any word of problems so long as the company is earning a profit. Basics of making the rounds: -Getting out of your office to have conversations with group members, employees, etc. -Also referred to as "Management by Wandering Around" -Allows the leader to stay alert to potential problems.

Describe organizational approaches to enhance creative problem solving.

Systematically Collecting Fresh Ideas a. Straightforward collection of ideas -post ideas to intranet b. Establishing idea quotas-goal c. Making whiteboards regularly available for sketching ideas - the hand is the most effective way of recording ideas. d. Granting tinkering time - Google and 3M Brainstorming - combo of different traits/strengths. Stepping stones. Triggers. a. Generate Quantity b. Avoid Criticism c. Combine and Improve on Previous Ideas d. Encourage Free-Wheeling Using the Pet-Peeve Technique -Identifying all potential complaints from anyone who interacts with the group. Find all the criticism. People who always praise vs. people who always criticize. -Develop an action plans. The morality of enhancing creativity ex) smart phone - text and drive - distraction - excessive use and brain cancer. Value comes from helping group improve its work processes

Present an overview of the contingency theory of leadership effectiveness.

The basic idea is simple: -Match the leader's style with the situation most favorable for his/her success. -The theory was designed to enable leaders to diagnose both leadership style and organizational situations. -Leadership style may be relationship- or task-motivated. -Leadership style is relatively enduring and difficult to change. -Leaders are regarded as having a consistent style of task or relationship orientation. Measuring leadership style: The Least Preferred Coworker Scale -The LPC scale measures the degree to which a leader describes favorably or unfavorably an employee with whom he or she could work least well. [Not the coworker the leader LIKED least, but the one the leader had the most difficulty getting a job done with] -Relationship-motivated leaders tend to describe their LPC in favorable terms. -Task-motivated leaders tend to describe their LPC in unfavorable terms. Leadership situations are classified as High, Moderate, or Low control. -More controllable situations are viewed as more favorable for the leader. -Control is determined by three dimensions: 1. Leader-Member Relations -Measures how well the group and the leader get along. 2.Task Structure-->measures how clearly the procedures, goals, and evaluation of the job are defined. 3.Position Power-->measures the leaders authority to hire, fire, discipline, and grant salary increases to group members. -Leader has most control in a situation in which relationships with members are the best. Evaluating Fiedler's Theory: Fiedler's work did prompt others to conduct studies about the contingency nature of leadership. Fiedler's model/theory did alert leaders to the importance of sizing up the situation when working to gain control. Fiedler pioneered taking into account both traits and situation to understand leadership. However, Fiedler's Contingency Theory is too complicated to have much of an impact on the majority of leaders. Summary of Findings: Task-motivated leaders perform best when they have the most control. (highly favorable)---a.leader-member relations are good. b.task is well structured c.leader has high position power. Relationship-motivated leaders perform best when they have moderate control. (moderately favorable) ->Both favorable and unfavorable factors are present. Task-motivated leaders perform best when they have low control (highly unfavorable) a. Leader-member relations are poor b.Task is lowly structured c. Leader has low position power

Describe how the situation influences the choice of leadership objectives.

This contingency approach to leadership- implies leaders are most effective when they make their behavior contingent on situational forces, including group member characteristics and the internal and external environment surrounding the leadership situation. Research has shown the following regarding the role of situations in leadership effectiveness: 1.Organizational leadership is affected by situational factors not always under control of the leader. ->ex. prosperous, independent coffee shop has Starbucks move in across the street. 2.Situations shape how leaders behave. -ex. coffee owner may now act with a sense of urgency, be much more directive, less warm/friendly; enthusiasm diminish. 3.Situations influence the consequences of how leaders behave. ->ex. empowerment may work for coffee shop leader if she has a strong group of dedicated workers. Or, if incompetent with weak work ethic it would backfire. 4.Organizational structure and design influence which approach to leadership is likely to be most effective. The type of organization influences which leadership approach is best.

Ethical political behaviors

To make effective use of organizational politics, leaders must be aware of specific political tactics and strategies. The impact of politics on subordinates and colleagues depend on perceptions of politics. Ethical Political Behaviors Aimed At: -Gaining Power -Building Relationships with Upper Management & Employees -Avoiding Political Blunders Gaining Power: 1.Develop Power Contacts-Focused type of social networking 2Have a Compelling Vision 3.Control Vital Information-Develop pipeline to keep informed. Keep vital info in your power. 4.Do What the Political Environment Demands-have to do with what the environment wants 5.Make a Quick Showing-be the first mover 6.Remember the Expectation of Payback-only ask or favors when necessary. 7.Be Politically Correct 8.Be the First to Accept Reasonable Changes 9.Develop Positive Psychological Capital Building relationships 1.Display Loyalty 2.Manage Your Impression 3.Ask Satisfied Customers to Contact Your Boss** 4.Be Courteous, Pleasant, and Positive 5.Ask Advice 6.Send Thank-You Notes to Many People-HANDWRITTEN 7.Flatter Others Sensibly-too much appreciation/flattery is bad. Use sensibly. Avoiding political blunders: 1.Criticize the Boss Publicly- "Praise in public, criticize in private" 2.Bypass the Boss, Disregarding Hierarchical Protocol 3. Decline an Offer from Top Management Especially More Than Once-blacklisted from turning down jobs. Boss won't invite you out anymore. (Keep powerful people close) 4. Put Your Foot in Your Mouth (tactless)-be careful what you communicate, sleep on it first. 5. Not Conforming to Dress Code-wear flip flops when told not to.

Present representative examples of unethical behavior by business leaders.

Unethical business leaders: 1. Bernard Madoff- Nasdaq-->convicted of defrauding investors out of about 17billion over a period of years. Sold phantom investments and pocketed the money.Sent to prison for 150 years for crimes including securities fraud, international money laundering, mail fraud and wire fraud.. 2. Angelo Mozilo- Country wide Financial (BofA now)-->As CEO, played a major role in issuing mortgages to high-risk customers, then sold securities based on these mortgages, touting them as high-rated safe securities. Later was defendant in lawsuit by Allstate corp., claiming the lax underwriting standards led to collapse of residential mortgage-based securities. 3. Deon Anderson- Boeing-->Indicted o=by a federal grand jury and accused of engaging in a bribery and kickback scheme. Accused of leaking non-public information to bidders for contracts on military aircraft parts in exchange for cash. Wire fraud. 4. Paul Shinn Devine- Apple-->accused by a federal grand jury indictment of receiving more than $1 million in kickbacks from Apple suppliers in Asia.Wire fraud, money laundering, and unlawful monetary transactions. 5. Rajat Gupta-guy we talked about in class who did insider trading.

International and culturally diverse aspects of leadership. Work force trends; diversity; understanding the differences

Work forces are becoming more diverse and cultures of inclusion are becoming more common. Globalization is compelling businesses to send more workers to other countries. Leaders are traveling and working abroad in greater numbers. Workers with international experience and skills are increasingly more sought-after in the workplace. Diversity is Human characteristics that make people different from one another. Leaders should be the champions for valuing the inclusion of these differences. -inclusion is often used to replace diversity. The sources of our individual variations are complex, but are generally grouped into two categories: Those over which we have little or no control -Biologically determined - race, sex, age, certain physical attributes, the family and society we are born into, etc. Those over which we have some control -Through our conscious choices and deliberate efforts -Work, background, income, marital status, military experience, political beliefs, geographic location, education, etc.

Be sensitive to the importance of overcoming cross-cultural barriers to communication.

1. Be sensitive to the fact that cross-cultural communication barriers exist. 2. Challenge your cultural assumptions. 3. Show respect for all workers. 4. Use straightforward language, and speak slowly and clearly. 5. Look for signs of misunderstanding when your language is not the listener's native language. 6. When the situation is appropriate, speak in the language of the people from another culture. 7. Observe cross-cultural differences in etiquette. 8. Do not be diverted by style, accent, grammar, or personal appearance. 9. Avoid racial or ethnic identification except when it is essential to communication. 10. Be sensitive to differences in nonverbal communication. 11. Be attentive to individual differences in appearance.

Explain how a leader can control dysfunctional politics.

1.Be Aware of Its Causes and Techniques 2.Avoid Favoritism and Cronyism 3.Set Good Examples at the Top 4.Implement Shared Goals Amongst the Firm and 5.the Human Element in the Firm 6.Encourage Goal Congruence 7.Discuss Questionable Information in a Public 8.Forum 9.Hire People with Integrity

Nature of empowerment

3 variables studied affected by empowerment were behavioral integration: top-management team potency, and performance of the firm. Empowerment -refers to passing decision-making authority and responsibility from managers to group members. -Leader's power and influence increases when shared with others. -Companies that empower and train people at all levels can create competitive advantage. -Empowering leadership by the CEO influences top-management team processes, thereby improving performance of the company.

Identify several leadership practices that contribute to organizational innovation.

Additional leadership practices that enhance innovation- ask and give feedback. USB drive. 1. Emphasize transformational leadership if possible. 2. Continually pursue innovation. 3. Take risks and encourage risk taking. 4. Emphasize collaboration among employees. 5. Avoid innovation for its own sake. 6. Use loose-tight leadership. 7. Integrate development and production.

Explain how evidence-based leadership can contribute to contingency and situational leadership.

Before taking action, a leader asks "What does the research literature tell me is most likely to work in this situation?" Leaders translate principles based on best evidence into organizational practices. While evidence-based leadership and management is not yet widely practiced, taking the study of leadership and management seriously will move managers and organizations toward basing their practices and decisions on valid evidence. Different level of relationships means different exchanges.

Identify a number of current business strategies.

Business strategies are often classified according to their focus of impact: Corporate-Level Strategies "What Business Are We In?" Business-Level Strategies "How Do We Compete?" Functional-Level Strategies "How Do We Support The Business-Level Strategy?" A sampling of business strategies: 1. Differentiation -unique product from alternatives 2. Cost Leadership-produce at low cost in order to lower selling price and gain bigger market share. DG 3. Focus/Niche 4. High Quality 5. Imitation-Benchmarking (learning by watching) 6. Strategic Alliances 7. Growth Through Acquisition 8. High Speed & First-Mover 9. Product & Global Diversification 10. Sticking to Core Competencies 11. Brand Leadership 12. Focus on Environmental Sustainability 13. Gaining Competitive Advantage Through Hiring Talented People

Explain the potential, ethical, and competitive advantage from leading and managing diversity.

By reflecting the demographics of the community companies become more desirable in the global marketplace. 1. Managing diversity well offers a marketing advantage 2. Companies with a favorable record in managing diversity are at a distinct advantage in recruiting and retaining talented people. 3. Heterogeneity in the work force may offer the company a creativity advantage, as well as improve its problem-solving and decision-making capability. 4. Diversity and inclusion programs help local economies thereby boosting social responsibility. 5. Enhancement of team performance.

Identify basic approaches to resolving conflict and negotiating.

Conflict Management Styles 1. Competitive Style - Desire to achieve one's own goals at the expense of the other party, or to dominate. 2. Accommodative Style - Favors appeasement, or satisfying the other's concerns without taking care of one's own. 3. Sharing Style - Prefers moderate but incomplete satisfaction for both parties, resulting in a compromise. 4. Collaborative Style - reflects a desire to fully satisfy the desires of both parties. 5. Avoidant Style - combines lack of cooperation and unassertiveness A leader's personality influences how much conflict he or she has to resolve.

Be prepared to overcome traditional thinking in order to become more creative.

Creative problem solving requires an ability to overcome traditional thinking. -Traditional thinking generally refers to a standard and frequent way of finding a solution to a problem. -Central task in becoming creative is to break down rigid thinking that blocks new ideas. -"Thinking outside the box" -Do keep in mind, however, that group members need to know just how far they can venture from routine thinking. -Effective leaders establish parameters, even for their creative thinkers. -There are merits of thinking creatively by working within constraints.

Identify a set of dishonest and unethical influence tactics.

Deliberate Machiavellianism -Being ruthlessly manipulative Gentle Manipulation of People and Situations -Faking behaviors and making untrue statements -Lying to gain compliance - "I might" -Tap into social norms to gain consensus -Peer pressure - "Are you on board with the team?" Undue Pressure -Rewards and recognition really are bribes in disguise -Threats of punishment become severe. Coercion, threats. Debasement -Demeaning or insulting oneself to control the behavior of anothe. Degrade own ability to do something so someone else will do it.

Specify key principles of ethical and 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 Ethics is at the center of leadership because the goal of a rational leader is to merge the interests of all parties so that everyone benefits and the organization prospers. Ethical leadership behaviors: 1.Be Honest and Trustworthy and Have Integrity in Dealing with Others-INTEGRITY refers to loyalty to rational principles; it means practicing what one preaches regardless of emotional or social pressure. 2.Pay Attention to All Stakeholders-not just about maximizing shareholders weather. Jim Goodnight (CEO of SAS) says there's a strong link b/w employee satisfaction and increased productivity and profits. Authentic leadership. 3. Build Community - Leaders need to take into account their own and their follower's purposes and search for goals that are compatible for all. 4. Respect the Individual -recognizing that everybody has the same inner worth and should be treated with courtesy and kindness. Factors contributing to Ethical Differences: 1. Leader Moral Identity-has major influence as it sets the tone of organization and encourages ethical behavior and reducing interpersonal conflict. Self-regulatory mechanism. (i.e. If your parents are ethical, you have a better chance of being ethical. 2. Level of Greed, Gluttony, & Avarice-maximize returns at expense of others. 3. Rationalization and Implied Permission: Intent of action vs. action - Why do good people choose the wrong path? Rationalizing leads people to focus on the intent of the action rather than on the action itself. Implied, where no one is telling you to stop, so you continue behavior. 4. Level of Moral Development -morally advanced vs. morally challenged- a mental condition that often develops early in life. Three levels in moral reasoning: a.Pre-conventional-a person is concerned primarily with receiving external rewards and avoiding punishment. (i.e. leader falsifies earnings statements for primary purpose of gaining a large bonus.) b. Conventional-most of us are this.People learn to conform to the expectations of good behavior as defined by key people in their environment and societal norms. c. Post-conventional-people are guided by an internalized set of universal principles that may even transcend the laws of a particular society. Doing the most good for the most people, w/o regard for recognition or fame. (servant leadership) Mother Theresa, Ghandi, MLK, JFK. FATHER GREGORY BOYLE 5.Sense of Entitlement-CEO's lose sense of reality and feel entitled to whatever they can get away with with steal. 6. Situational Influences -unethical and immoral behavior influenced by situation, organizational culture. If leadership at the top take imprudent, quasi-legal risks, other leaders throughout the firm might be prompted to behave similarly. 7. Person's Character -higher the quality of a persons character; more likely to behave ethically and morally. Similar to moral identity. 8. Motivated Blindness -Seeing what you want to see and ignoring/missing contradictory information. The ethical mind for leaders: The view that helps individuals aspire to good work that matters to their colleagues, their companies, and their societies in general. Behaving ethically Establishing an ethical compass Adhering to ethical values Reflecting on ethical behavior through self-tests Asking mentors to comment on ethical behavior Acting quickly to confront unethical behavior of others Dimensions of ethical leadership: Fairness-avoids favoritism Power sharing-allows group input into decisions Role clarification-give structure, guidelines People orientation-Care, respect, support followers Integrity-consistency between words and actions Ethical guidance-reward ethical conduct Concern for sustainability-ex. champion of recycling.

Apply a guide to ethical decision making.

Ethical Screen/Guidelines to Help Leaders Determine if a Given Act is Ethical or Unethical -Is it right? "Thou shalt not steal" -Is it fair? ex)it's unjust to fire a great employee to make room for a less competent relative. -Who gets hurt?-utilitarian notion of attempting to do the greatest good for the greatest number of people. -Would you be comfortable if the details of your decision or actions were made public in the media or through email?-disclosure. -What would you tell your child, sibling, or young relative to do?-reversibility -How does it smell?-intuition and common sense. Leaders regularly face the necessity of running a contemplated decision through an ethics test. A sampling of unethical leadership behaviors: -A statement often made is that about 95 percent of business leaders are ethical and that the 5 percent of bad apples (mostly senior executives) get all the publicity. The impact of unethical leadership has been enormous: Bankruptcy Layoffs of thousands of workers Diminished trust in stock investments Discourage talented young people from embarking on a business career.

Describe how leaders use communication networks to accomplish their tasks.

Face-to-Face Communication Networks -Conversation Factors behind its importance include organizational change and generational change -Peer Leadership Network -Personal Networks (counseling) -Operational Network -Strategic Networks Social Media Networks -Strong versus Weak Ties -Direct versus Indirect Ties

Different countries Styles of management

French managers - who work in a strong culture of class -tend to behave in a superior, authoritarian, and bureaucratic manner. German managers -tend to avoid uncertainty, and are dispassionate, assertive, straightforward, and stern. Malaysian managers -Culture emphasizes collectivism and is human-oriented. -Culture discourages aggressive, confrontational behavior, preferring harmonious relationships. -Managers show compassion but are more autocratic than participative. -Managers act logically, decisively, and remain resolute. -Managers adopt a more formal, diplomatic style to avoid conflict and show consideration of others. Northern U.S. vs. Southern U.S. Managers -Southern managers are low key and people-oriented. -Northern managers are more brusque, efficient, and task-oriented. -Culturally-based differences in leadership style are not as important as practices that work in every culture, for all businesses.

Practicing hands-on leadership

Getting directly involved in the details and processes of operations The leader has the expertise, is task-oriented, and leads by example However, if the leader does this to excess, what he or she is really doing is called "micromanaging"

Identify characteristics of creative problem solvers.

KNOWLEDGE -Knowledgeable about a wide range of information -connect the dots COGNITIVE ABILITIES -Highly intelligent -Intellectually curious -Able to think divergently -Abstract thinking; spot opportunities PERSONALITY -Nonconformist -Self-confident, positive self image -Thrill-seeking -Energetic -Persistent -PASSION FOR THE TASK AND THE EXPERIENCE OF FLOW: Intrinsic motivation principle of creativity- People will be at their creative best when they feel motivated by interest, satisfaction, and challenge of the work itself-and not by external pressures. Basic formula of human behavior: B=f(PxE) ex) BOSE speakers.

Explain how the leader and the organization can establish a climate that fosters creativity.

Leadership Practices for Enhancing Creativity 1. Hire creative people from the outside and identify creative people from within 2. Intellectual challenge - give right amount. 3. Empowerment including freedom to choose the method - structural, psychological empowerment. 4. Ample supply of the right resources 5. Effective design of work groups - diversity, face to face. 6. Supervisory encouragement and linking innovation to performance- permissive atmosphere allows free thinking. 7. Organizational support 8. Have favorable exchanges with creative workers- LMX Theory 9. Give financial rewards for innovation Methods of Managing Creative Workers 1. Give creative people tools and resources that allow their work to stand out. 2. Give creative people flexibility and a minimum amount of structure. 3. Give gentle feedback when turning down an idea. 4. Employ creative people to manage and evaluate creative workers.

Negotiating and Bargaining

Listen First to Investigate What the Other Side Wants Being with a Plausible Demand or Offer Focus on Interests, Not Positions Be Sensitive to International Differences in Negotiating Style Allow for Face Saving

Describe how cultural factors, including values, influence leadership practice.

Multicultural leaders have skills and attitudes to relate effectively to and motivate people across race, gender, age, social attitudes, and lifestyles. One way to understand how national cultures differ is to examine their values or cultural dimensions. The values embedded in a culture influence the behavior of leaders and managers as well as the behavior of other workers. Relationships between people in a society are affected by the values programmed in the minds of these people.

Investigative Negotiation 6 Principles

Principle One: Don't just discuss what your counterparts want - find out WHY they want it. Principle Two: Seek to understand and mitigate the other sides constraints. - The other sides problem can quickly become your own. Don't say "their problem," investigate. May end up saving you both money and time. Principle Three: Interpret demands as opportunities. "What can I learn from the other sides insistence on this issue?" Principle Four: Create a common ground with adversaries. ex.) one co. wants egg yolks/other whites. -Getting info from distrustful Negotiators a. share info and encourage reciprocity b. negotiate multiple issues silmultaneously c. make multiple offers at same time Principle Five: Continue to investigate even after the deal appears to be lost. - By staying at the table, you can learn about this customers future needs, the interests and concerns of similar customers, or the strategies of other players in the industry.

Describe the basics of inspirational and emotion-provoking communication.

Real communicators are those who can motivate people to act and lead themselves. Speaking and Writing -Be Credible -Gear Your Message to the Learner -Sell Group Members on the Benefits of Your Suggestions -Use Heavy-Impact and Emotion-Provoking Words -Use Anecdotes to Communicate Meaning -Back Up Conclusions with Data -Minimize Language Errors, Junk Words, & Vocalized Pauses -Write Crisp and Clear Memos, Letters, & Reports that Include a Front-Loaded Message -Use Business Jargon in Appropriate Doses -Use a Power-Oriented Linguistic Style

Describe individual approaches to enhance creative problem solving.

Self-Help techniques to enhance creative problem solving. 1. Practicing creativity-enhancing activities ex) Photography; puzzles; write joke; What if? Stretch mind, more flexible; learn a second language. 2. Staying alert to opportunities.- mismatch socks. 3. Maintaining an enthusiastic attitude, including being happy 4. Maintaining and using a systematic place for recording your ideas 5. Playing the roles of explorer, artist, judge, and lawyer. Explorer: speak to people in different fields. 6. Engaging in appropriate physical exercise -triggers brain to higher gear; sleep better.

Leadership influence for organizational change

Top-level leaders exert many of their influence attempts in the direction of bringing about changes throughout the entire organization, often by attempting to overhaul the organizational culture. Potential Influence Actions: 1.Serve as a role model for the desired attitudes and behaviors. 2.Impose a new approach through executive edict. 3.Establish a reward system that reinforces the culture. 4.Select candidates for positions at all levels whose values mesh with the values of the desired culture. 5.Sponsor new training and development programs that support the desired culture.

Unethical political behaviors

Unethical behaviors 1.Backstabbing 2.Embrace or Demolish 3.Setting a Person Up for Failure 4.Divide and Rule - Colonialism. 5.Playing Territorial Games 6.Creating and Then Resolving a False - rescue others from "catastrophe" Jesse Smollet. 7.Catastrophe 8.Abusing Power

Identify a set of honest and ethical influence tactics.

1. Leading by example, respect and trust. - Positive role model. Being trustworthy, having integrity. -"Do as I say AND as I do" -Actions and words confirm, support, and clarify each other -Group members are more apt to follow leaders they respect -Leaders who demonstrate high organizational citizenship behavior are to influence subordinates to act in a similar manner. 2. Using rational persuasion - Facts, assertiveness, intelligent and rational. CEO would say "Don't tell me what you feel, give me the facts." -Using logical arguments or factual evidence to influence others and convince them a proposal or request is workable and likely to achieve a goal -Does require assertiveness and research to make this an effective tactic -Your level of credibility in the eyes of the group member can be a moderating factor here 3. Explaining benefits to the target. -Explaining what is in it for the group member if he or she honors the leader's request. -Apprising means the leader explains how carrying out the request or supporting a proposal will benefit the group member personally, including advancing the group member's career. 4. Making a personal appeal -The leader asks the group member to implement a request or support a proposal out of friendship. -Asking for a favor before explaining what the favor is. -This is likely to be interpreted as unprofessional in the work environment. -Appealing to friendship when asking someone to do something for you is playing the friendship card. 5. Developing a reputation as a subject matter expert. (SBE)-Subject of rational persuasion. -Really is a subset of Rational Persuasion -Having expert knowledge - especially on a topic of importance to the organization -Good examples - Steve Jobs at Apple with his vision and extraordinary self-confidence, or leaders of Internet and social media companies such as Google and Foursquare. 6. Exchanging favors and bargaining. -Striking a bargain through an exchange -Sharing benefits -Typically means the leader gives something and the group member they are attempting to influence must also reciprocate - and could very well be they reciprocate with the very action you are attempting to influence them to complete. 7. Legitimizing a request -Influencing by staying within the scope of authority and complying with regulations -"Upper management has asked..." -Leader should be able to provide evidence of prior procedures - show consistency with organizational policies - show consistency with the duties of the individuals involved - and indicate the request was endorsed by upper management 8. Making an inspirational appeal, being charming, and emotional display. - Personal magnetism-quality of being captivating, charming, and charismatic. Putting meaning into the work "change the world." Emotional intelligence-locus of control. -A leader is supposed to inspire others. -Involves displaying emotions and appealing to group members' emotions -Possessing personal magnetism (charisma) in the eyes of the group members makes this easier -For this to be effective, the leader must understand the values and motives of the group members - and work with more than bottom-line numbers to try to influence them. 9. Consultation with others -motivates target. -When the leader asks the group member to participate in planning an activity -This is also a leadership style - participative -The influence comes from the asking of group members for their input and then in returning finding they are more apt to buy-in to what they are being asked to do. 10. Forming coalitions- a specific arrangement of parties working together to combine their power. -When leaders seek the aid or support of others to influence group members -Are forming alliances with others to create the necessary clout -"there is power in numbers" -One caveat - the more power the leader has with his/her group members, the less they need to form alliances -"collaborative influence" 11. Being a team player - Collaborate; manager helping out at peak times. -Pitching in to help -Herb Kelleher at Southwest Airlines is an outstanding example: Loaded baggage; Cleaned cabins; Served drinks/pretzels -Not asking anyone to do something you aren't also willing to do yourself.

Spreitzer's Psychological Definition of Empowerment:

1.Meaning-Value of a work goal, evaluated in relation to a person's ideals or standards 2. Competence or Self-Efficacy Individual's belief in his/her capability to meet performance requirements 3. Self-Determination-Individual's sense of having a choice in initating and regulating actions Impact 4. Degree to which the worker can influence strategic, administrative, or operating outcomes on the job 5. Internal Commitment-Takes place when workers are committed to a project, person, or program for individual motives