10/26

EI and Leadership types: Visionary Hero

-Does it build resonance? Yes! Move people toward a shared dream -Impact on Culture? Strongly positive -When appropriate? Change is required or new direction (MLK)

FOP: Situational Model

-Elliott is Telling/Selling (high task, low relationship) -The group is unable and willing

FOP: What events caused their performance level to suddenly transition upward?

-Explosion forced to work during day -Nomads out there

The Path-Goal Theory

-Has had more research and respect -More complex, fine grained -Reflects reality better -Hard to apply

Leader-Member Exchange (LMX) Theory

-In group: high trust, high interations, leader depends on them, leader gives desirable assignments to in-group -Out group: less interaction, less communication, less desirable assignments

Process Gains

-Inputs -Hopefully they are greater than process losses

Situational Leadership Model has interplay among:

-Task behavior -Relationship behavior -Readiness level of the followers

Best for combat (unfavorable situation)

-Task oriented -Strongman

Environmental Situational Factors

-Task structure -Formal authority -Work group (relationships of members and with leader)

Contingency Approach

-The appropriate leader behavior is the behavior that *best fits the constraints of a specific situation* -Situations where you should be more task oriented vs relationship oriented (there is a fire... not gonna ask how you feel about it)

Gersick's Time and Transition Model

1. 2 levels of performance (move up in performance half way through the time) 2. Plateau then transition upward

Readiness is defined in terms of:

1. Ability 2. Willingness

Team Socialization Model

1. Anticipation - expectations 2. Accommodation - involvement 3. Acceptance - bonding

Examine Queeq's effectiveness using the following theories:

1. Fiedler's Contingency Model - mismatched because he is more task oriented 2. Situational Leadership Model - able and unwilling / high relationship&low task 3. Path Goal Theory - achievement oriented

Tuckman's Stages of Team Development

1. Forming - uncertainty 2. Storming - conflict 3. *Norming - cohesiveness 4. Performing - functionality* 5. Adjourning - disbanding (for ad hoc teams)

4 Components of Path-Goal Theory

1. Leader Behavior 2. Environmental Situational Factors 3. Outcomes 4. Subordinate Situational Factors LEOS

Fiedlers: 3 contingency factors

1. Relationships between leader and followers 2. Task structure (high vs low) 3. Position power of the leader Field = RTPP (really tall pretty plants)

4 Different Styles

1. Telling 2. Selling 3. Participating 4. Delegating

Earliest approach was

personality & traits, "leaders are born not made idea"

Synergy happens when

process gains are greater than process losses

Outcomes

(Performance & Satisfaction) -Locus of control -Experience -Perceive ability

Subordinate Situational Factors

-

MIDTERM NEXT WEEK: will ask objective and subject questions

-**Choose a contingency model of leadership and apply it to some type of leadership** -Do not choose path goal theory

Process Losses

-Conflict -Uninvolved (social loafing)

Leader Behavior

-Directive -Supportive -Participative -Achievement oriented

EI and Leadership types: Transactor

-Does it build resonance? Perhaps.... by setting goals and rewards -Impact on Culture? Can be negative when poorly executive -When appropriate? When specific results are required

EI and Leadership types: Strongman

-Does it build resonance? Perhaps.... soothes fears by giving clear direction in an emergency -Impact on Culture? Often negative because of misuse -When appropriate? Crisis situation or problem employee

EI and Leadership types: Superleader

-Does it build resonance? Yes! Commitment through empowerment -Impact on Culture? Strongly positive -When appropriate? To build long-term capabilities

Fiedler description under pic of model

According to this model, three variables control leadership effectiveness. Leader-member relations are determined by the degree of trust, confidence, and respect that subordinates have for their leader. Task structure reflects the degree to which subordinates' job assignments are structured. Position power is based on the influence that a leader has over variables such as hiring, firing, discipline, promotions, or salary increases. The next step is to evaluate the situation in terms of the three variables. Leader-member relations are either good or poor; task structure is either high or low; position power is either strong or weak. There are potentially eight different leadership situations. Fiedler concluded that task oriented leaders perform best in situations that are favorable or unfavorable. A moderately favorable situation is best suited to a relationship-oriented leader. So, if a leader's style is not appropriate to a situation, either the situation has to be modified to fit the leader or the leader has to be replaced. The Fiedler model has several practical implications for managers: - Leaders must understand their style and the situation. - Leaders should focus on changing the situation to match their style. - A good relationship with followers can compensate for a lack of power. - Leaders can compensate for task ambiguity through training and experience.

FOP: What are the advantages and disadvantages of having an in-group and an out-group in this situation?

Adv: share knowledge with them Disadv: could cause chaos

Fiedler did/did not think you could change between task-oriented and people-oriented.

Did not think you could switch between the two, he though you should change the situation to fit your leadership style (we don't agree with that)

First contingency model

Fiedler's

Participating (S3)

High relationship and low task

Selling (S2)

High task and high relationship

Telling (S1)

High task and low relationship

FOP: According to Fiedler's model..........

Highly structured task - building a plane since Elliott knows what to do (expert knowledge gives him strong position power)

Is captain Queeg effective or ineffective as a leader? Why?

Ineffective, was too busy reprimanding over something small to see what was happening, tried to cover up his faulty action

FOP: If so, who is in his in-group?

Just AJ

Delegating (S4)

Low relationship and low task

FOP: At what stage of team development is the team in?

Performing -Have seen them move through the stages: Forming - initially after plane crashed, uncertainty of situation Storming - conflict time, deciding whether or not to build plane when Elliott presented idea Norming- Liddle's speech made Elliott realize it was the best shot they had and inspired him, cohesiveness within the group

Steiner's Process Losses Model

Potential Group Effectiveness + Process Gains - Process Losses = Actual Group Effectiveness

What kind of leader do you ultimately want to be?

S4 - Delegating R4 - Able and willing

Primarily which type of leader is Queeg? Strongman, Transactor, Visionary Hero, Superleader?

Strongman - uses position/coercive power Transactor mixed in

Ability

The *knowledge, experience, and skill* that an individual brings to a particular task A=KSE

Willingness

The extent to which an individual has the *confidence, commitment, and motivation* to accomplish a specific task

Fiedler: Using these 3 contingency factors, would determine

Whether it was a favorable or unfavorable leadership situation

FOP: Does Town's have an in group?

Yes

Readiness - moderate (R3)

able and unwilling

Readiness - highest (R4)

able and willing

The Situational Leadership Model suggest

depending on readiness level of the followers, you would match the appropriate leadership style

People-oriented works best

in the middle (moderate)

Fiedler's Contingency Model says leaders tend to be

more people-oriented or task-oriented

FOP: Is Elliott a task-oriented or people-oriented leader?

task-oriented

Task-oriented works best at

the extremes (favorable or unfavorable situation)

Readiness - low (R1)

unable and unwilling

Readiness - moderate (R2)

unable and willing