Leadership Test 2

What does it mean to say "effective leaders act as "servants" to their followers?" and "leaders gain more power by empowering others?" (H&J, pp. 149-153). Clarify the difference between the "lead goose" and "head buffalo" model of leadership. (H&J, pp. 155-157)

"Effective leader acts as "servants" to their followers" means that a leader is more of someone who caters to the followers' needs more than focusing on their own need. When you say "leaders gain more power by empowering others", this means that leaders have a greater influence on their followers when they take the time to encourage and provide support when their followers are tired and fatigued. In the times where employees are tired, being a person of empowerment can have a profound effect on the followers. What is the difference between the "lead goose" and the "head buffalo" Lead goose: rotates leadership, involves others, promotes growth, empowers others Head Buffalo: takes charge, dominates, wants loyal followers, who waits for directions. If the leader disappears can create chaos and panic

Article F (on TRACS) focused on "deep structure power" and "unobtrusive control." (1) What does "deep structure power" mean, and give an example. (2) What does "unobtrusive control" mean? Clarify the meaning of the following statement by Tompkins and Cheney: "Organizationally appropriate decisions, once the premises are inculcated, are motivated by the universal psychological process of consistency maintenance and the individual's desire to behave organizationally." (See the handout on "Deep Structure Power, Unobtrusive Control, and Organizational Identification" for the "parts" discussed in class.)

Deep structure power: o Is composed of the cultural values and beliefs in organizations o Is unexamined values and beliefs o Is the basic "taken for granted" assumptions governing manifest action at the surfaces level o Ex: while military leaders might profess their commitment to hiring/promoting women, the deep structure of the military (historically male values) puts women at a disadvantage Unobtrusive Control: o Leaders "control" (influence) employees by persuading them to accept the premises f decisions (tapping into the deep structure) What does this quote mean? : "Organizationally appropriate decisions, once the premises are inculcated, are motivated by the universal psychological process of consistency maintenance and the individual's desire to behave organizationally." It means that the cultural values and premises have equal or greater influence than external rewards, policy, or formal structure (external control)

What factors determine whether an in-group or out-group relationship develops between a leader and follower? Are these relationships established relative soon or take a long time to develop?

Factors for In-Group or Out-Group: o Employee compatibility of likes and or personalty with leader o Competence of employee o Dependability of employee o Employee interest in expanding his/her responsibilities (taking initiative) o Employee willingness to communicate with leader o The leader's perceptions of employee behaviors early in the relationship These relationships are established soon. For example, your manager has been working for a while at your store and you were in the in-group but then he was replaced. You now have to get used to a new manager and now you are in the out-group. It happens rather quickly because people's placements in the organization can easily be determined over a short amount of time which it is why it's important to establish yourself in the in-group so you can be included in what your manager does.

Identify several ways organizations create a state of "powerlessness?" (H&J, p. 153). How do they create "learned helplessness?" (see PowerPoint sliders)

How can organizations create a state of "powerlessness"? What are some ways organizations create a state of helplessness? o Learning pessimistic explanatory styles ("things will never change") o Learned external locus of control o Health implication (depression, burnout, suicide)

What does the following statement mean: "Organizations are not just a container within which communication takes place. Communication "is" the organization" (i.e., communication constitutes the organization).

It means that what makes up the organization is the communication occurring inside. Communication is used in many ways, whether it be to empowering others by sharing stories or taking the time to listen to employer's needs. The communication used sets the behavior, outlook, values, etc. of the organization and is important since it can transcend through people. If there is no communication, then the organization will not be successful. Organizations are task and social networks of connected and disconnected elements Organizations are formed through process of communication, through members meeting and interacting to develop relationships and shared meanings Communication is the "agent" for the formation of the culture

What are the possible latitudes of a leader's vision? What does it mean to say a vision is too "minimal" or too "extreme"? What are the consequences of a vision that is too minimal or too extreme? (see PowerPoint slides)

Latitudes of a Leader's Vision o Status quo (a "manager" vison) o Little variation form status quo o Some variation from status quo o Much variation from status quo o Extreme variation form status quo If a vision is too "minimal", it may leave followers floundering once the goals are achieved If a vision is too "extreme", then it may be hard for followers to follow and it may be easier for them to then be discouraged. It also may come across as overwhelming.

In its earliest version, Leader-Member Exchange Theory was called "Vertical Dyad Linkage Theory." What did this early "DESCRIPTIVE" research tell us about leader-follower relationships?

Leaders "negotiate" two types of relationships with employees (p.g 18 in RP) o OUT- Group Relationships o IN-Out Relationships

Why is LMX Theory considered a type of "situational / contingency" theory of leadership?

The manager forms a special dyadic relationship with each employee The manager "should" initiate moving each employee into an IN- group relationship (uniquely negotiated)

How can Path-Goal Theory be of value to a leader? What are the 2 key things this theory reminds a leader to do?

The theory helps employees define their "goals" Then create a "path" to help employees reach their goals in the most effective manner (Overcome obstacles)

With regard to the previous item, which type of leadership (e.g., transactional vs. transformational) is more likely to appear in each of the 4 models of competing values presented by Robert Quinn? Why?

Transformational because that focuses on building and maintaining a relationship which is the basic foundations of an organization. Then they can achieve the goals in all 4 models.

From where does vision come? How is it created? What happens if some areas from which a vision is drawn are over-emphasized and others under-emphasized (e.g., knowledge of customers and environment, knowledge of business and corporate culture, knowledge of employees, individual insight and creativity of leader)?

Vision comes from the core values shared by members of a group or organization It comes from the knowledge of customers and environment, knowledge of business and corporate culture, knowledge of employees, individual insight and creativity of leader Yes, if some areas are over-emphasized/ under-emphasized then other will not be balanced

What is the "mandate" Hersey and Blanchard contend that every manager should do in his/her relationship with employees? (see PowerPoint slides) According to Hersey and Blanchard, every manager should:

1. "Diagnoses" the employee's maturity (competence/commitment)- audience analysis! 2. "Adapts my leadership style to meet the demands of the situation (take initiative to be flexible) 3. "Develops employees using progressive, "developmental interventions" (move toward "supporting" or "delegating" -Mandate! 4. Moves toward "sharing power" (decrease power imbalance by empowering the employee)

*Identify the 2 primary reasons why an organization's culture should change. Explain.

1. ever changing economy ( you will become outdated) 2. gives a environment of don't change therefore don't progress

What are the 5 leadership practices Kouzes and Posner contend are found in most successful leaders (see Article A on TRACS)? Clarify each and give examples.

1.challenge the process clarify: -- embrace uncertainty, initiate cultural change -- nudge the elephant! -- innovate, creative, experiment, learning -- open system (adhocracy) thinking -- take employees where they might not want to go (resist status quo cultural inertia) example: when a leader challenges how things are and encourages risk taking and experimentation like encouraging the employees to pitch new ideas at a meeting and look for improvements within the company 2. inspire a shared vision clarify: -- forward looking, create vision from self and others (at least some "consults") -- shared transformative calling, shared identification -- NOT the Moses Model example: M.A.G.I.C. Disney shared vision (explain) 3. enable others to act clarify: -- empowering, employee engagement / involvement -- provide resources to do the job -- foster interaction, interdependence -- teams, collective decision-making Example: giving employees training and getting them to work in teams to encourage involvement and showing them they have the ability to change how things are done 4. model the way clarify: -- role model, walk the talk -- lead via your behavior, not just words -- "talk the talk" and "walk the walk" -- "high say" and "high do" develops trust example: if I am preaching come to work on time and leave on time dont leave early then I need to be doing the same 5. encourage the heart Clarify: -- celebrate, recognize accomplishments, show appreciation -- support, manage emotional fatigue -- celebrate incremental successes example: encouraging employees with each accomplishment to show appreciation and keep them motivated

*Clarify each of the following leadership styles provided in Situational Leadership Theory and the type of subordinate with whom that style is most effective: telling style (i.e., directing), selling style (i.e., coaching), participating style (i.e., supporting), and delegating style.

2. Leader Style (style vs. relationship) 2 Components: • Directive (task) Style: define roles, give directions, set goals, set time lines, feedback intervals, do evaluations o Most effective subordinate: R1 -S1 Telling (directing) • Supportive (relationship) Style: show social and emotional support, praise, listen, disclose information about self o Most effective subordinate: R3-S3 Participating (supporting) R2-S2 Selling (coaching) this is where the leader tries to convince people of the vision or goal but the people had no hand in creating it R4-S4 Delegating (checking on people)

. According to Sims and Manz, what are the 3 strategies "superleaders" follow to create more empowered employees? (H&J, pp. 158-160)

3 Strategies "superleaders" follow to create more empowered employees 1. Changing organizational structures: reconfigure roles, functions, and responsibilities to reduce hierarchy and specialization. They remove layers of organizational structure and reduce job and pay classifications 2. Changing organizational processes: change the way that communication and materials flow in the organization. They encourage teams to solve their own problems and reengineer jobs so that followers have the responsibility for the whole project, not just a part 3. Changing interpersonal communication patterns: leaders use verbal and nonverbal behaviors to build follower confidence. They listen more and command less.

~~~What are the 4 key dimensions of EMPOWERMENT (see PowerPoint slides and H&J p. 150-152)? How many of these do you see in your current job or another job you have held? Clarify and give examples.

4 Dimensions of Empowerment o Meaningfulness/Purposeful Work (good fit; bring own passion) Does the person fit with the values of the organizations? Ex: For a shoe store, the manager brings passion to the workplace by stating that people need shoes and we have that need. So that should be our motivation to selling the product (shoes) o Competence/ Mastery (qualified to perform a task /trained) make them see their purpose and give them a degree of choice At Texas Roadhouse, all the employees there have been trained thus, when lunch comes around which can be a busy time, all the employees can feel empowered by already knowing procedures on how to do their work. o Choices/Autonomy (self-determination of goal and/or method) Ex: When a manager decides to give some employees individual projects and give them a deadline. The manager allows the employee to make the decisions on how to complete the project. The manager is just there for a source of help and guidance. o Impact (can see your work makes a difference) could be seen as an assistant coach Ex: A manager who works for the Wildlife Conservation Society, always finds a way to motivate their employee by reminding them that every task done here at the office is benefiting the organization's goals which is to protect and conserve wild animals and places. By constantly, giving "volume" to the goals and values , the manager is allowing the employees to see that they are making a difference in their daily work.

Hackman and Johnson identify 5 key characteristics of Transformational Leaders (pp. 102-120). These characteristics are: creative, visionary, interactive, empowering, passionate. Be able to name, clarify, and give examples for each of these characteristics.

5 Key Characteristics of Transformational Leaders Creative: Leaders are innovative, foresighted, hardworking, and persevering Independent, nonconformist thinkers Comfortable with complexity and ambiguity Tolerant of failure They challenge the status quo Leaders ignore "if it ain't broke, don't fix it" Focus on "If it ain't broke, you're not looking hard enough" Ex: During meetings, the manager asks if each employee give an idea whether they believe it to be good or bad. This opens the door to be creative and people can create ideas based off of other's ideas. Visionary: a leader is able to give a concise statement or description of the direction in which an individual, group, or organization is headed. Provide people with a sense of purpose and encourage commitment A statement specific enough to provide real guidance to people, yet vague enough to encourage initiative and remain relevant under a variety of conditions Ex: A manager is trying to spend time talking with their employees before they develop a vison for the organization. This gives the manager an understanding of each individual and then they are able to gage what the whole group is capable of doing when looked at altogether. Empowering: Encourage participation and involvement Leaders realize that individual achievement and success are the basis for team achievement and success Leaders know how to give power away and how to make others feel powerful Give followers access to the funds, materials, authority and information need to complete tasks and to develop new ideas Encourages employees to take ownership of their own work (followers will only take ownership of their jobs when there is sufficient trust within the organization Ex: A manager works with one individual on a project they assigned them and it will be due in a month. Within that time, the manager meets with the employee once a week to observe their progress. The manager didn't give many restrictions to how the project should be done, it would be up to the employee. The manager is giving the employee power to make their own decisions but they are a resource that the employee can use when they are unsure on how to do certain things. Passionate: Leaders are passionately committed to their work Have a great deal of affection for the people they work with This passion and personal enthusiasm motivate others to perform at their highest levels Ex: A manager is always positive and looking forward to the next task. Their enthusiasm in everything they do can be seen by others (employers). This then can be contagious and others are then motivated to imitate similar behavior.

Is organizational culture best viewed as the surface "artifacts" or underlying values and assumptions?

Answer -- In his analysis of organizational culture, Edgar Schein contends that "artifacts" can be seen at the surface level. Examples of artifacts are language, stories, myths, metaphors, forms of addressing others, rites and rituals, ceremonies, dress, physical appearance, architecture, and furniture. However, to understand the organizational culture, these artifacts must be "interpreted" to understand the underlying organizational values, assumptions, and beliefs that influence individual's behaviors. These interpreted "deep structure" elements (i.e., values, assumptions, beliefs) provide essential insight in the organizational culture. (H&J, pp. 236-245)

What behaviors characterize an "in-group" leader-follower relationship, and what behaviors characterize an "out-group" leader-follower relationship? How do leaders and followers communicate differently in-group relationships vs. out-group relationships? (Readings Packet, p. 18)

Behaviors for In-Group: • Employee receives more information, more detailed information and more feedback • Leader allows employee a wider latitude of task to pursue • Leader allows employee greater autonomy and control • Leader and employee communicate on topics outside work issues (greater topic breadth) • More egalitarian relationship (perceived each other more as equals) • Reciprocal influence between leader and employee • Leader and employee negotiate extras -roles (greater role breadth beyond formal work roles) • Employee more typically plays role of assistant, advisor, or lieutenant supporting leader • Employee expected to work harder • Expected to perform more administrative duties • Exhibits more loyalty to leader • More mutual liking and respect • More mutual trust, social support and confidence Behaviors of Out-Group: • Formal communication based on task and job descriptions (hierarchical status dominates) • Employee expected to come to work, do job, go home • Communication characterized by less breadth of topics • Formal employment contract and defined roles (follow procedures, meet deadlines) • Authoritarian, dominant, and task-oriented communication from leader • Low leader support • Low levels of trust

. Regarding Article F, the logic of unobtrusive control can be expressed in a syllogism. Using the example we discussed in class, what was the conclusion for the following syllogism: Major premise 1 -- All employees in this organization provide excellent service to customers. Major premise 2 -- Examples of excellent customer service are ___, ___, ___, etc. (leader storyteller) Minor premise -- John is my customer. Conclusion -- ??? (see PowerPoint slides)

CONCLUSION: (drawn by the employee) As an employee in this organization where employees provide excellent customer service and since John is my customer, I should provide John with excellent customer service by doing things such as asking him what he needs and if I could possibly do anything to make him feel valued and appreciated.

. Clarify how charismatic leaders are relationship builders, visionaries, and influence agents? (H&J, pp.125-127)

Charismatic leaders are: Relationship builders: o Skilled at linking with others o Loyalty and devotion are frequently used to describe charismatic leader/follower relations Visionaries: o They have the ability to create symbolic visions o Often create new images of the group future, they are built on the foundation of previous myths and values Influence agents: o Are masters at influence and inspiration o Their influence is so great that followers never question their decisions or directives o Project an image of confidence, competence, and trustworthiness

What does Situational Leadership Theory contend, and how is it different from other leadership theories? What does "subordinate maturity" (or called "development levels") mean? How is "job maturity" (i.e., competence) different from "psychological maturity" (i.e., commitment)?

Contends that there are two key components to situational leadership. 1. Employee Maturity (readiness/dependence/development) 2 components: • Job Maturity: job competence, skills, knowledge • Psychological Maturity: confidence, motivation, willingness to work/learn, commitment

~~~ Later research investigating Leader-Member Exchange Theory looked at how the leader-member relationship produces more positive outcomes for leaders, followers, groups, and the organization. What are some of these more positive outcomes identified in this research?

Descriptive: interested in finding characteristics of OUT- groups and IN -groups Prescriptive: addresses "should" behaviors Leaders should initiate and develop high quality exchanges (relationships) with ALL of his/her employees, not just a few Build "partnerships" so all employees are in the "IN-group" Leader should develop IN- group partnerships OUTSIDE wouk group (network in external system)

Identify and clarify several "subordinate characteristics" and several "task characteristics" in Path-Goal Theory.

Employee (subordinate) characteristics- Desire for control (locus of control) Need for inclusion or affiliation Need for recognition Preference for structure Self-perceived level of task ability Task characteristics- Clarity of job/goal (outcome) Clarity of steps in doing a job (process) Job repetitiveness or variety Primary work group of employees (norms for performance) Formal authority system of the organization (hierarchy clear, where fit, how other units relate to what you do)

In the Readings Packet (pp. 50-51 and 43) there are several models addressing transformational leadership. According to the model on page 50, what factors lead to greater "emotional intelligence," and how is emotional intelligence related to transformational leadership? According to the model on page 43, how can transformational leadership lead to certain mediating factors that then lead to greater job and organizational performance?

Factors that lead to greater emotional intelligence: Brain Neuron Coherence (Nature) Learning Skills (Nurture) If you have a higher connectedness in your right frontal lobe, you most likely have good emotional intelligence How can you have a greater job and organizational performance? In order to have this, a leader must incorporate and use both nature and nurture qualities/ principles with then can transcend into having emotional intelligence. One the leader has the ability to detect other's emotions/motives, then they can understand their needs and find out ways on how to motivate their employees. This then goes into transformational leadership because the leader is specifically investing time and energy towards each employee individually. By doing this, they ensure that all their employee's needs are met and that everyone will be successful in meeting the organization's goals along with the employee's individual goals. Lastly, this results in an effective workplace where there is great performance. Coherence: is way or measuring the interconnectedness of areas of the brain

In Article D ("Inspiring Others: The Language of Leadership," see TRACS) Jay Conger talks about "framing." What is framing, and clarify the difference between a transactional vs. a transformational framing. How does the "stone mason's analogy" illustrate these different ways of framing? How is a transformational framing an "amplifying of values." Framing is related most to which of the 5 canons of rhetoric: invention, arrangement, style, delivery, memory? (See the handout for the "parts" discussed in class.)

Framing: snapshots of what leaders think the purpose is and provides a map of action Effective framing will help ensure emotional impact in building a sense of confidence and excitement about the future The leader's interpretation of his/her organization's purpose, mission or vision The "frame" of a picture can create a completely different perception of a painting Leaders "frame" employees' perception of the organization via language 3 Stone Mason's Analogy: Story of three stone masons who were asked why they were working as a stone mason What is the work motivation for the following 3 stone masons? 1. "It's my job. I do what I am told. It pays the bills" 2. "I'm making money to support my family. I am the primary breadwinner 3. "I'm helping build a great cathedral where people will come worship and behold an architectural wonder." The way a leader uses "language" greatly impacts whether s/he is perceived as "Transactional" or "Transformational" Transformational framing "amplifies values", it means that the leader identifies and communicates basic values within their overall mission. A leader can do this by selecting values and stories that strongly adhere to their employees and support their work contributions Framing is most related to Style within the 5 canons of rhetoric

. What are several major reasons leaders should share power with others? (H&J, pp. 150-152)

Giving power away can prevent power abuses Increases the job satisfaction and performance of employees: increases job satisfaction Fosters greater cooperation among group members Collective survival: the group endures rather than fails Facilitates personal growth and learning: group members become more mature and productive than they were before Prevents power abuses: concentrating power in the hands of a few individuals is dangerous

~~~Bernard Bass in his book Leadership and Performance Beyond Expectation (1985) laid out a leadership continuum. Bass and Avolio extended this framework and developed the Multifactor Leadership Questionnaire (1990-1994). Using the framework of Bass and Avolio, name, clarify, and give a specific example of the 4 types of Transformational Leaders (i.e., idealized influence/charisma, inspirational motivation, intellectual stimulation, individualized consideration), 2 types of Transactional Leaders (i.e., contingent reward, management-by exception) and 1 type of Nonleadership (laissez-faire).

Idealized influence/charisma: state of being influenced by- o Leading by example o Acting confidently and optimistically o Sharing risks with followers o Emphasizing values and reinforcing them by symbolic actions o Displaying a high ethical and moral conduct Ex: A new employee is unsure on how to do certain tasks/duties in their new organization. Their manager observes and see that they are having difficulty adjusting to the norms. So,the manager takes them into their office and tells them that "it's ok if you don't know certain customs within our organization. You are new and you will learn because not only will other employees teach you but I will teach you as well". Here the leader is leading by example, he is showing one of the values of the organization which can be patience and the help people whenever they are in need. They gain the trust and confidence of the followers and admire the leader as a role model. In addition, they respect the decisions made by him or her. Inspirational motivation: inspires followers toward the new ideas or goals through inspirational motivation o stating a clear and appealing view of the future o develop a shared vison so that the followers see meaning in their work o making sure each follower's role is fulfilled within the shared vison o encourage followers to be a part of the organization's culture and environment Ex: A manager states "Our goal for this year is to be number one competitor and to get there, we will need everyone to contribute their strongest skills. The time is now in which we work with each other and not against each other." This statement helps in exemplifying inspirational motivation because the manager is giving them motivation and a reason to work. He states where he sees the company and includes that together they are stronger rather than apart. Intellectual stimulation: encourages change through intellectual stimulation aimed at self-reflective change of values and beliefs. They also raise their followers' awareness regarding problems and develop their capability to solve problems in many ways. o Foster a climate that favors critical examination of commonly help notions, beliefs, and the status quo o Creating an environment conductive to the creation and sharing of knowledge o Encouraging innovation and creativity o Heightening sensitivity to environmental changes o Encouraging the suggestion of radical and controversial ideas without fear of punishment or ridicule o Empowerment and imposition of the leader's idea only in the absence of viable ideas from the followers Ex: At a meeting, the manager asks for ideas whether regardless if the employees believe it to be good or bad. The manager also states to be "respectful of everyone's views by being open to hear everyone's idea" and also by saying that there "is no wrong answer". By creating an atmosphere that is open and free of judgement, the employees will then be more motivated to share and it will allow more creativity to flow. Individualized consideration: The leader treats each follower as a "whole individual" rather than an employee and considers the individual's talents and levels of knowledge to decide what suits him or her to reach higher levels of attainment. o Listening to each follower's needs and concerns o Expressing appreciation towards employee o Making public recognition of achievements and initiatives o Making private notes of congratulations to boost self confidence o Ensuring fair workload distribution o Undertaking individualized career counseling and mentoring Ex: Throughout the week, the manager makes it a point to go around to each employee and see how they are doing. They try to ask questions and talk about their family, their workload an how they are doing both physically and mentally. By doing this, the manager is seeing how their employees are and gives them the opportunity to evaluate their overall performance and see where in "one individual" do tasks/demands are prevalent or need to be addressed. They do this so that they have maximum positive performance.

You completed with "Similarity Questionnaire" and we discussed the Schwartz Theory of Basic Values. How can this help you better understand yourself and the type of leader toward which you are inclined?

It explains how you typically respond and lead people around you or follow based on the leader. It also points out areas in which you would need to work on and what is "in your tool box" (S13 RP)

How is Leader-Member Exchange Theory unique? That is, what is the focal point of this theory that distinguishes it from other leadership theories?

Leader-Member Exchange Theory looks at what leaders do "with" EACH member (employee) Unique: because it focuses on the relational part of being a leader and tailoring your approach based on the employee Focal point: all the unique exchanges between the employee and leader are dependent on each specific relationship

. In Article D, Conger discusses a variety of rhetorical techniques used by transformational leaders (e.g., metaphors, analogies, organizational stories, alliteration, repetition, rhythm, paralanguage). Give examples to illustrate these rhetorical techniques. These rhetorical techniques are related most to which 2 of the 5 canons of rhetoric: invention, arrangement, style, delivery, memory?

Metaphor: (style) Use the "known" to understand "unknown" Adds vividness and relatability Ex: "Nudging the elephant" as a way to understand "changing cultural inertia" Analogies: (style) Mary Kay: "Find your wings" Organizational stories: (arrangement) Disney making MAGIC stories Alliteration: (delivery) "We have not reaped the reward which were our rights" Repetition and Rhythm: (delivery) "I have a dream" "Let freedom ring" Paralanguage/ (vocalics): (delivery) Volume, vocal variety pauses Women's vs. Men's pitch and volume Powerful speech: minimize "uh, "you know", "like", "I guess", disclaimers, excuses

What is an organizational "mission statement" and how is it different from a "vision statement"? What are the typical attributes or features of an organizational vision statement? (see on TRACS- Article C, p. C1; H&J, p. 113-114). Give an example of an organizational vision statement.

Mission statement: more descriptive, who are we and what we do Ex: To save wildlife and wild places on a worldly scale by using science, conservation action, education, and inspiring people in nature. Vision Statement: More future-oriented, ideal, unique a concise statement of the direction in which an individual, group or organization is headed. Include o Future orientation-looking forward o Image- "seeing" the future, vivid, language o Ideal- sense of "possibility", stretch goal, inspiring and energizing, heroic venture, "world" impact o Uniqueness or distinctiveness- better than rest, pride in being different, bridge the past and the future o Collectiveness- a "we" community, shared vison, collective meaning making Ex: Amazon- To be Earth's most customer centered company Federal Express- People, Service, Profit

* (cut this up) According to Path-Goal Theory, what are the primary "goals" managers want employees to achieve? What are "obstacles" along the path to achieving those goals? Clarify how Path-Goal Theory is an application of motivation theory to leadership. In other words, clarify the basic tenants of Path-Goal Theory. How is this theory related to Expectancy (i.e., expectations) Theory?

Path-Goal Theory primary goals for employees: • Employee accomplish tasks • Employee productivity "Obstacles" along the path to achieving goals: • 2 Situational variables to consider 1. Employee (subordinate) characteristics- Desire for control (locus of control) Need for inclusion or affiliation Need for recognition Preference for structure Self-perceived level of task ability 2. Task characteristics- Clarity of job/goal (outcome) Clarity of steps in doing a job (process) Job repetitiveness or variety Primary work group of employees (norms for performance) Formal authority system of the organization (hierarchy clear, where fit, how other units relate to what you do) How is Path-Goal theory an application of motivation theory to leadership? o It is an application of motivation theory by having the leader focus on helping the employees define their "GOALS" o Then create a "PATH" to help employees reach their goals in the most effective manner (overcome obstacles) How is it related to Expectancy Theory? o Relates to how subordinates will be motivated by- If are capable of performing their work If they believe in their efforts, there will be a good result If they believe that the payoffs are worthwhile

Robert House (1976) developed a theory of charismatic leadership. What were some of the personality characteristics and behaviors he discovered as well as the kinds of effects these leaders had on followers? Explain 2 reasons why researchers today prefer the term "transformational" rather than "charismatic" leaders.

Personality characteristics: Dominant Desire to influence Confident Strong values Behaviors: Sets strong role model Shows competence Articulates goals Communicates high expectations Expresses confidence Arouses motives Effects on followers: Trusts in leader's ideology Belief similarly between leader and follower Unquestioning acceptance Affection tworad leader Obedience Identification with leader Emotional involvement Heightened goals Increased confidence Why researchers prefer the term "transformational" rather than "charismatic" Transformational leadership refers to how the leader wants to improve the employee as an individual. When using transformational power, you are giving personal power to the employees and not exerting position power (transactional power)

~~~ In the Readings Packet (pp. 45-49) you read about Robert Quinn's competing values framework. Identify the major organizational values he says are included in the 4 models of: rational goal model, internal process model, human relations/resources model, open systems model. What happens if an organization maximizes (i.e., excessively emphasizes) on the values in a certain quadrant? (Note - see the "Organizational Culture Assessment" assignment you completed. Be able to clarify each of the 4 quadrants (models) of organizational values and the pattern of your scores on this class activity.)

Rational Goal Model: Market culture Focuses on: o Quantity of output o Productivity o Competitiveness o Results- oriented o Getting market share Internal Process Model: Hierarchy Culture Focuses on: o Control o Policies o Formal rules o Smooth operations o Hierarchical o Centralized o Authority o Efficiency o Predictability Human Relations Model: Team/Clan Culture Focuses on: o Development of human resources o Training o Cohesion o Morale o Teamwork Open Systems Model: Adhocracy culture Focuses on: o Adapting to changes in the external environment o Innovativeness o Experimentation o Growth If an organization maximizes on the values in a certain quadrant, then it won't be as efficient as it can be. There needs to be a balance because if there is one quadrant being emphasized more than the other, the organization is neglecting some needs that need to be meet in order to be a successful organization.

What are several strengths and several criticisms of the "Transformational" leadership approach? (see PowerPoint slides)

STRENGTHS: Widely researched, especially for high level leaders (hot topic) Expands "leadership" beyond "management" (transactional leader) Draws on employee needs and values as the basis for leadership Asks leaders and employees to "transcend" their self-interests for the greater good WEAKNESSES: No singular quality for a "transformational" leader- several variations (4 types) Many still see transformational leadership as a personality trait, so is it "teachable"? Seen as "either-or" but many leaders have both transformational and transactional qualities Some transformation leaders are "worshipped" by employees and given so much referent power that they go to the "dark side" (due to power imbalance) Can just top-level leaders be "transformational"? To what degree can those at middle and lowers level of leadership exhibit transformational leadership?

What are several strengths and several criticisms of Situational Leadership Theory? (see PowerPoint slides)

STRENGTHS: 1. Stood the test of time in the org. training marketplace 2. Even though it is a complex approach, it is easy to understand 3. Prescriptive value for leader since tells you what to do (uses numbers) 4. Emphasizes leader flexibility and adapt your style to the employee 5. Fits the communication principle of "audience analysis" (being other oriented) and adapt WEAKNESSES: 1. Limited empirical research testing the assumptions and propositions of this approach 2. Measurement of employee maturity needs more precision and refinement 3. Needs to clarify if "job maturity" or "psychology maturity" is a more important employee characteristic 4. Requires a higher skill level of leaders (combination of task and relationship skills; when do you switch?) 5. Research shows more support for S1 and S2, but less for S3 and S4 6. Employees perceive inconsistence in the leader's style- since this approach is individualized for each employee, there is a problem with employees seeing how others are treated "differently"

What are several strengths and several criticisms of House's Path-Goal Theory? (see PowerPoint slides)

STRENGTHS: 1. Is a situational approach to leadership (assess subordinate and task characteristics, then choose style) 2. Integrates motivation theory and leadership theory 3. Reminds leaders of a key purpose of leadership which is to clarify tasks and guide employees WEAKNESSES: 1. Many situational variables (task and employee) and complex combinations 2. Limited empirical testing with only partial support 3. Not always clear how leaders could develop or use a certain style (limited "how to" training for each style) 4. Puts the emphasis on what the leader must do to overcome obstacles for employees instead of employees taking responsibility 5. Employees can become overly dependent on the leader (codependent) and thus not develop (not mature)

What was the primary message or theme of the "RSA Animate" clip on Youtube entitled "Drive: The Surprising Truth About What Motivates Us"? What are several reasons why "rewards" do not necessarily produce the desired performance in organizations? (RP p. 44)

The primary message was: • High rewards for high performance on: o simple mechanical tasks = GOOD o complicated, cognitive, innovative tasks=NOT GOOD • When the task gets more complex it requires more conceptual and creative thinking Rewards aren't good because: o Rewards punish-followers may not get the rewards they were expecting o Rupture relationships -compete and hurt cooperation o Ignore reasons -divert attention away from problem o Discourage risk taking -status quo is rewarded and not innovation o Undermine intrinsic motivation- rewards are external motivators

What can the following types of stories tell you about an organization? -- hero stories, villain stories, how to be successful stories, status symbol stories, they stories, we stories, rituals or ceremonies.

These stories can tell you the values and beliefs that the organization has Promotes a sense of unity Gives employees a "road map" of the culture of the organization

What does it mean to say "charisma isn't so much a gift as it is a specific form of communication; it is the product of communication." (H&J, pp. 124-125)

This phrase means that being charismatic isn't only for a few to have. It means that anyone can be charismatic through strengthening their communication skills because it is more of a form of communication than anything else than a "gift". It can be taught

James McGregor Burns in his book Leadership (1978) distinguished 2 types of leaders. Compare and contrast the qualities of a transactional leader versus a transformational leader. Identify the behaviors and probable effects of these different types of leaders. Why do transactional leaders produce just "expected outcomes" and transformational leaders produce "performance beyond expectations"?

Transformational leader: • Tries to satisfy the basic the basic needs • IN ADDITION, aims to go beyond mere exchange by engaging the total person in an attempt to satisfy the higher-levels of motivation like self-esteem and self-actualization • Leaders are empowering and inspirational which elevates leaders and followers to higher levels of motivation and morality Transactional leader: • Leader exchanges rewards or privileges for desirable outcomes in order to meet physiological, safety, and belonging needs (5 hierarchical needs) Why do transactional leaders produce just "expected outcomes" and transformational leaders produce "performance beyond expectations"? • Transactions leaders just produce "expected outcomes" because they treat everyone the same and relationships with employees. The leader doesn't individualize the needs of employees and are expected to do what the leader wants • Transformational leadership: results in performance that goes beyond what is expected because the leader is investing time in assessing the needs of the employee. By doing, this not only are basic needs met but it motivates the follower to "live for work" and not "work for live".

~~~ How is the use of "unobtrusive control" empowering for both the leader and the subordinate? In other words, how is the leader empowered, and how is the follower empowered? (see PowerPoint slides)

Using "unobtrusive control" can be empowering for both the leader and thesubordinate because both the leader and employees are exerting power and control o By selecting and reinforcing key cultural premises (values), leaders are exerting some control and indirectly influencing employees' behaviors o For employees still have choice (they are empowered) to choose, adapt, and apply the "cultural premises" as they best fit their specific work situation

What is the difference between a leader having a "vision" and having a "shared vision" for the organization? (see RP p. 42.) How is a shared vision communicated? (1) What are examples of rhetorical techniques from the "I Have a Dream" speech (on TRACS- Article C, p. C3) that can be used by organizational leaders? (2) How is the "to create MAGIC for patrons" vision used to filter down meaning for Disney employees? (see PowerPoint slides)

When a leader has a "vision": It means that the leader has a vision for the organization which is based on their beliefs, values, and opinions. It is more bias based because it is coming from one individual It is more of an imposed vision When a leader has a "Shared vison" The leader has cultivated an atmosphere where there is collective meaning Based off everyone's thoughts, beliefs, values and opinions Everyone is included Rhetoric Techniques that can be used: Vivid images (word pictures) Familiar/ related geographic locations Included everyone around the country Drew from the Constitution and Bible Values of family, church, country Repetition (Ex: "I have a dream, let freedom ring") How is the "to create MAGIC for patrons" vision used to filter down meaning for Disney employees? M: Make eye contact (nonverbally confirm) A: Assess each guest (audience analysis) G: Greet each guest (hello, my name is...) I: Initiate service (how can I help you?) C: Communicate (relate to, provide service) This not only teaches the vision statement but makes sure it is translated down to the operational level of the organization.

* (cut up) According to Path-Goal Theory, under what circumstances (i.e., the presence of certain subordinate and/or task characteristics) is directive leadership more effective? supportive leadership? participative leadership? achievement-oriented leadership?

When do you use: Directive Leadership? o When followers are unexperienced or unsure o Task is unstructured Supportive Leadership? o Followers are skilled lack confidence or commitment o Task is structured (particularly if task is stressful, tedious, frustrating, difficult or unsatisfying) Participative Leadership? o Followers are unsure (particularly if uncertainty prompts apprehension) o Task is unstructured Achievement-Oriented Leadership? o Followers possess necessary skills o Task is unstructured

. Today it is said leaders must be "rhetoricians who can energize through the words they choose." Which of the 3 means of persuasion do transformational leaders employ more than others, and which ones do transactional leaders employ more: ethos, pathos, or logos? Clarify how. (see TRACS Article D)

Which 3 means of persuasion do Transformational leaders use more? : Ethos: Concerned with the overall presence of the leader (credibility) Pathos: appeal by emotion When focusing on these two rhetorical techniques, the leader is heavily relying on the emotion and overview of their credibility (trust). By focusing on these two aspects, followers will be more easily influenced because it involves relational aspects. Transactional leaders use? : Logos: appeal by logic Relying only on logic, people can get bored and frustrated. Since their emotions and thoughts aren't considered, it can create an environment where people are impatient and easily angered. The way a leader uses "language" greatly impacts whether he or she is perceived as " transactional" or "transformational".

Why are employees resistant to change, and how can resistance be managed? (see Article G on TRACS)

because when structure and huge changes are made everyone reverts back down to zero. ( employees usually resist to change bc don't want something valuable to be taken away, uncertainty of the future, different assessments in goals meaning differing opinions or perspectives) can be handled through slowly introducing change and leaders showing empathy and encouragement towards employees. -communication/training -participation and involvement -cohersion

Kouzes and Posner-

characteristics most admired in leaders

~~~ Clarify and give examples of the following ways of getting organizational "identification": common ground technique, antithesis, assumed or transcendent "we", and unifying symbols. (see Article F on TRACS)

common ground = give the group something to connect to one anther by example: star bucks part of family all have great customer service and have in common the goals of the organization. antithesis = give common enemy example: power shortage is the enemy must work together to help solve problem "we"= connects everyone together as a unit and establishes an organizational identity as a unit rather than the individual person like common ground does example: we here at coke aren't pepsi we expect blah blah blah symbols: things they all preceive and have in common like logo, uniform, company name, trade mark ect ex: military = uniform, starbucks = logo

explain High do high say low do low say high do low say low do high say

explain

Why is organization change so hard to do? What is the role of a leader in bringing about organizational change?

hard to do because people don't like change and dont like extreme or fast alterations they want things to just get better but not change. they amp up volume of message on why it is occurring and slowly introduce the changes while watching and helping the employees emotionally as well as structurally

What are the advantages and disadvantages of gradual (incremental) change, and what are the advantages and disadvantages of radical change? (see Article G on TRACS)

incremental +employees happy -takes forever Radical +fast -employees are angry

Jay Conger-

language of leadership

George Graen-

leader member exchange

John Kotter-

org. change

Edgar Schein-

org. culture

Armstrong-

org. storytelling

Robert Quinn-

org. values

Robert House primary area of research was what? -

path goal & charismatic leadership

What are some of the "primary mechanisms" and "secondary mechanisms" Edgar Schein suggests leaders can use to facilitate organizational change? (H&J, pp. 242-244)

primary: 1. attention 2.reactions to critical incidents 3. resource allocation 4. role modeling 5. rewards 6. selection secondary: 1. structure 2.system & procedures 3.rights and rituals 4. physical space 5.stories 6.formal statements

What is "strategic ambiguity" and give several examples to clarify this technique. (see Article F on TRACS) Why is strategic ambiguity "good" and how can it be used by leaders?

purposely vague in order to be inclusive of all members example: leader gives vision statement and says library will be an inclusive learning ecosystem. Super vague but allows everyone to see themselves in it. like a painting you blurr the face so more people can identify with the person you make the message vague to allow as many people as possible to connect to the statement. vague will reach a broader audience.

Hersey and Blanchard primary area of research was what? -

situational leadership

Article G (on TRACS) presents an 8 stage model of planned organizational change by John Kotter. Clarify and distinguish the activities in each of these stages. (What is the "Moses Model" of organizational change?—why is it almost always ineffective?)

stage 1: leaders establish a sense of urgency that change is really needed stage 2: establish a coalition with enough power to guide the change process and developing a sense of teamwork amongst the group (group of manager type people who are promoting change to help guide the rest of the group and create more teamwork and moral) stage 3: develop vision and strategy stage 4: leaders use every means possible to communicate the vision and strategies (modeling, volume) stage 5: empowering employees to act on vision (remove obstacles, and encourage free thinking that is moving in the direction they are looking for) stage 6: leaders generate short term wins stage 7: leaders change big problems and build off of short wins to change things that are really hindersim stage 8: new values and beliefs are instilled in the culture meaning this is no longer just policies and proceeders but is how the employees look and feel about the company and what it stands for until it is normalized moses model is where you dictate what will happen and rules without consulting the employees. It is most ineffective because people had no say in the creation and therefore no loyalty or obligation to these new set of ideas and concepts

*How can "storytelling" be used to create organizational identification? What does Armstrong (1992) say about storytelling, and what are several examples of stories he talks about? (see Article F on TRACS)

storytelling is a road map that allows the employees to see where they are going and why its important as part of the overarching narrative its an expression a strategic ambiguity values can be expressed while allowing multiple interpretation promotes a sense of unity helps with deep structure of the organization story= his father removing organizational charts and job descriptions

James McGregor Burns & Bernard Bass and Avolio -

transformational leadership

Tompkins and Cheney-

unobtrusive control

According to Robert Quinn (as well as Jim Collins in his book How the Mighty Fall), what tends to happen when an organization is "successful"? Clarify and provide detail. (see PowerPoint slides)

when an organization is successful they begin to fail because they get too comfortable or too confident. If they get comfortable they stop trying and slip into the whole "its not broken don't fix it" mind set and if they become so confident that they believe theres no need for improvement and stop paying attention to the competition they become outmoded.

How can Leader-Member Exchange Theory be generalized and applied to leadership networks throughout an organization and the development of "partnerships"?

• A leader can understand how to treat people fairly by acknowledging the difference between "Equality" and "Equity" o Equality: by treating everyone the same, you are allowing outgroups to be created. You are not adapting to each person's individual needs o Equity: by using equity, you are adjusting your approach to each unique dyadic relationship according to the needs of each person. By doing this, you are catering to each person's unique needs in order to aid in their development. Here you are creating OPPORTUNITY for each person.

How has Hersey and Blanchard's Situational Leadership Theory (formerly known as the "Life Cycle Theory of Leadership") been related to effective parenting styles (i.e., how is it a metaphor for their theory)?

• In Hersey and Blanchard's Situational Leadership Theory it is known as the Life Cycle Theory because it can be seen as a process when applied to various situations. It can be related to effective parenting styles by initially seeing the relationship as a "parent-child" relationship. Then as the child grows, the parent needs to adjust their parenting style because the needs of the child change. Teenage years can be difficult because the teens believe that since they are older they can do things on their own, while in reality they can't (known as "adult-child"). Later, as the child gets older, the relationship traditionally "should" change to an "adult-adult". In this stage, this is where the child has grown up and the parents have done their job to the best of their ability to allow their child to be an adult and be on their own. Some parents have a harder transition at this stage since parents still want to be involved in their children's lives. authoritarian --> Democratic --> laize Faire

What are several strengths and several criticisms of Leader-Member Exchange Theory? (see PowerPoint slides)

• STRENGTHS: 1. relates well to our work experiences 2. The dyadic relationship is the centerpiece of the leadership process 3. A relationship, like power, is negotiated and not imposed 4. Focuses on communication as the vehicle through which leaders create and maintain relationships 5. Supports "audience analysis" principle 6. Research have focused on how LMX (via communication) relates to outcomes like performance, commitment, innovation, empowerment, career progress • WEAKNESES: 1. How does the leader get "everyone" to be in the IN-group? Is it possible in a diverse workshop? Needs elaboration 2. Leaders can be perceived as discriminating since efforts to get everyone in the in-group is perceived as treating people differently (unfairness) 3. Seeking to get everyone in an in-group challenges the capacities of most leaders (skills? Tolerances? Time?) 4. To what degree does the effort to create in-group LMX relationships take away from pursuing other tasks 5. Measurement problems with LMX scale in terms of reliability and validity

In terms of Maslow's Hierarchy of Needs, give examples of needs to which transactional leaders appeal and those needs to which transformational leaders appeal. Why is a transformational leader "better"?

• Transactional leaders: meet these needs: Physiological and safety needs • Ex: A school teacher goes to work to teach students and they have a mentality of hopelessness that the students aren't going to listen to them and misbehave. Their principle is always pressuring them to get better results on test scores. They are overall in an atmosphere of pressure and feel that they just work to live. They are guaranteed a paycheck and safe place to work but other needs are not being met and exceeded. • Transformational leaders: not only meet physiological needs and safety needs but also meets other needs, specifically self-esteem needs and self-actualization • Ex: A leader assigns a project for the employees to complete in two months. The leader consistently checks the progress of the employees and always wants to ensure that they are positively making progress. The leader does this by working on them individually by providing themselves as a resource of help, guidance and support. By doing this, the leader is trying to motivate the employers so they stay motivated to do work and not feel it as an obligation or hard task.

1. What does it mean to say that the "trait approach" to leadership, the "leadership styles approach," and the leadership behaviors" approach (separately) are each "universalistic" approaches to leadership? As a rule, how are "contingency" approaches (also called "situational" approaches) to leadership different? (PP sides class 10)

• When we say that "trait approach", leadership styles approach" and "leadership behaviors are separately universalistic, it means that they all can be used separately to get a desired outcome. (performance, commitment, satisfaction, etc.) • Trait approach: born with it (Nature) • Behaviors approach: you learned it (nurture) • Styles: Both nature and nurture • Contingency factors are different because they involve a mixture of approaches of leadership traits (Nature) and leadership learning (Nurture) and/or type of organization, organizational level.