HRC1 - Leadership and Navigation Competency

Path-Goal Theory

"Stay on path to meet the goal". Emphasizes leader's role in coaching and developing followers' competencies. Leader performs behavior needed to help employees stay on track towards their goals.

Herzberg Needs Theory

(how internal needs result in effort to fulfill tasks) behavior driven by intrinsic factors (innate desires - doing something because it's personally rewarding to you), and extrinsic factors (workplace hygiene - satisfactory workplace conditions are not enough in themselves to create motivation) - Motivation is created by appealing to individual desires or needs

4 types of allies:

- Bureaucratic black belts - Tugboat pilots - Benevolent Bureaucrats - Wind Surfers

5 types of managers described in the Blake-Mouton Theory:

- Country Club: low task, high relationship - Impoverished Managers: low task, low relationship - Authoritarian Managers: high task, low relationship - Middle-of-the-road Managers: midpoint on both task and relationship - Team Leaders: high task, high relationship (only manager considered a true leader)

Which factors do leadership styles impact to help create motivation and engagement in a workplace?

- Employee's ability to make decisions that affect their work - Employee's sense of responsibility to the organization/team - Standards employees seek to meet or exceed - Employees' belief that they will be rewarded for their work - An understood mission and shared values - A feeling of commitment to a shared goal

Motivation factors

- Factors that initiate, direct, and sustain human behavior over time. - Understanding why people behave the way they do helps leaders influence behavior by appealing to the right needs in the right way. - Perception of the role of motivation in organizations has changed over time.

What are the 4 types of Situational Leadership Theories?

- Hersey-Blanchard Situational Leadership - Fiedler's Contingency Theory - Path-Goal Theory - Emergent Theory

"Situational favorableness" occurs when:

- Leader-member relationships are strong - Task structure and requirements are clear (do EE's know what their job is?) - Leader can exert the necessary power to reach the group's goal

Trait Theory

- Leaders possess certain innate (- inborn/natural) characteristics that followers do not possess and probably can't acquire, like physical characteristics and personality traits - "They are the whole package" - No evidence that these characteristics equate leadership (e.g., big strong man - one may assume they are the boss just from physical traits) - May discourage leader development by implying that the ability to lead cannot be acquired with study and practice

What are the 5 types of motivation theories?

- Theory X/Theory Y - Needs Theory - Expectancy Theory - Attribution Theory - Goal-Setting Theory

Motivation

- a passion for the job or current objectives - The drive to succeed, resilience, and optimism are all part of this component

Self-awareness

- becoming more aware of one's own emotions and needs and their effect on work relationships. - E.g., a manager who knows he becomes short-tempered under deadline stress

- Building trust is more likely when the person bestowing trust recognizes which qualities in the other person?

- common values - aligned interests - benevolence - capability or competence - predictability and integrity - communication

Expectancy Theory

- effort increases in relation to one's confidence that the behavior will result in a positive outcome and reward (I think this will end up good - creates more confidence)

(Vroom) Level of effort depends on 3 factors that must be addressed to create motivated employees:

- expectancy - with reasonable effort, the EE can succeed ("if I work harder then this will be better") - instrumentality - success will result in a reward ("if I do a good job there is something in it for me") - valence - reward is meaningful to employee ("if someone is mainly motivated by money, they might not value offers of additional time off")

Which types of power can be derived from external factors? Which can be derived by internal factors?

- external factors: legitimate, reward, and coercive - internal: referent or expert

"Unfavorable" situations must be changed to improve group/leader effectiveness. What are some ways to do this?

- improve relations between leader & team (e.g., build trust) - Changing aspects of tasks (e.g., breakdown a project into more manageable pieces, providing team with more resources) - Increasing or decreasing leader's exercise of power (e.g., increase team involvement in and ownership of ideas)

Self-regulation

- learning to control and accommodate one's emotions. - E.g., manager who has trouble dealing with deadline stress can manage schedules and work plans to minimize those stresses.

Goal-Setting Theory

- motivation can be increased by providing EEs with goals against which they can assess their achievement. o EEs should be involved in designing goals and supported in achieving goals

Empathy

- moving from self-awareness to awareness and acceptance of the importance and legitimacy of others' emotions. - Critical for team building, coaching, and mentoring. - Very important in diverse organizations where one's emotional response may be inexplicable to someone with a very different background.

Four branches of emotional intelligence

- perceiving emotion (identifying and evaluating emotions in oneself and others) - using emotion to facilitate thought (capitalize on feelings to promote and inform decision making, problem solving, and other cognitive activities) - understanding emotion (interpreting complex emotions and understanding their causes) - regulating emotion (tracking and managing one's own and other's emotions)

Effective leaders develop other ways to persuade others to grant their support. What are the 4 ways of persuading others?

- reasoning (most useful; explains advantages on one's views, logically and with examples) - appeal to mutually held visions or values - reciprocity ("banking favors") - trade (w/o ulterior motives)

What are Goleman's 5 components of EI?

- self-awareness - self-regulation - motivation - empathy - social skills (also called social intelligence)

Effective goals should be:

- specific and clear - important to the individual (enables greater commitment) - realistic but challenging (unrealistically high goals can harm motivation)

Heider/Weiner's Attribution Theory

- success or failure can be attributed to internal or external factors - track record of success (can help empower employees) - leaders create opportunities for success

Social Skills

- the ability to create connections or rapport with others. - entails seeing and interpreting the impact of one's behavior on others and altering behavior to increase other people's level of comfort and trust. - Understand he rules of particular social contexts - they can shift roles in different contexts and with different people but without falseness. - Supports critical activities, such as forming teams, persuading and influencing, or leading change.

A new CHRO joins a dispirited team with low performance. In this situation, the HR employees are going through stressful times, and the new CHRO aims her focus on where her staff needs to rebuild trust of the org or heal from trauma. The CHRO are focusing on the people first. This is an example of which approach to leading? a) Democratic b) Affiliative c) Coaching d) Coercive

Affiliative

The following describes which approach of leading? - Leader creates strong relationships with/inside the team, encouraging feedback. Team members motivated by loyalty. · Good: Always effective - especially when leader has inherited a dysfunctional/dispirited team that needs to be transformed (e.g., when Michelle joined WPM HR team). · Bad: when used alone. Need to also use opportunities to correct/improve performance and not only worry about not damaging relationships · "People come first"

Affiliative

____________ managers expect people to do what they're told without question. Do not foster collaboration.

Authoritarian manager

The following describes which approach of leading? - Leader proposed bold vision/solution & invites team to join challenge; "I'm telling you my idea now make it happen". · Good: when there is no clear path forward and idea is compelling. Team has clear goal and understand their roles in effort. Encouraged to contribute their own ideas and take risks. · Bad: When leader lacks expertise - inspires progression towards a common goal

Authoritative

Blake-Mouton Theory is what type of leadership theory? a) Behavioral b) Situational c) Trait

Behavioral

The following describes which type of ally? - willing to partner but have own agendas - they can value as long as their agenda does not compromise HR's goals or decrease the initiative's chances for acceptance - "What can I get out of it?" & then "You owe me"

Benevolent Bureaucrats

In the ________ theory, leadership involves managing tasks (work that must be done to attain goals), and employees (relationships based on social and emotional needs).

Blake-Mouton Theory

The following describes which type of ally? - They know the organization well and know how to make things happen - Understand decision-making process and requirements - Can educate leaders about how to gather support for an idea and help avoid mistakes that may damage credibility - How to get things done by knowing the rules

Bureaucratic black belts

The following describes which approach of leading? - Leader's focus on developing team members' skills - believing success comes from aligning org's goals with EE's personal and professional goals. · Good: highly skilled leaders (in strategic management, communication, motivation). Team must be receptive to coaching · Bad: EEs resist changing their performance

Coaching

The following describes which approach of leading? -Leader imposes vision/solution & Demands that the team obeys/follows objective; "forcing" · Good: during a crisis when immediate/clear actions needed · Bad: all other times - damages EE's sense of ownership & motivation

Coercive

The following describes which type of power? - When the leader has the power to punish those who do not follow. o Forcing - "I'll go along with it because if I don't I'll get in trouble" o Good: likely to get immediate results o Bad: damaged team's motivation and self-direction over time o Can damage ongoing relationships

Coercive power

HR Manager meets with her team members to include them on a big new project to their thoughts an opinions on the project and decision-making process. This is an example of which approach to leading? a) Pacesetting b) Coaching c) Democratic d) Affiliative

Democratic

The following describes which approach of leading? - Leader invites followers to collaborate and commit to acting by consensus (consensus: general agreement)' "Let's all vote on it" · Good: When leader lacks clear vision or anticipates strong resistance to change. Team must be competent & Leader strong communication skills. · Bad: when time is short (consensus takes time & multiple meetings)

Democratic

Although leaders' personal styles may differ, management experts agree about the behaviors that distinguish effective and ineffective leadership in orgs and in the HR function. What are the traits of effective vs ineffective leaders?

Effective: develop and coach others; build positive relationships; model their values and fulfill their promises and commitments; have functional expertise. Ineffective: focus internally rather than externally, failing to look outside HR function to the org's internal and external stakeholders; lack strategic perspective, focusing on short-term objectives and daily tasks; do not anticipate or react well to change; rests "stretch" goals and act as a drag on the org's attempts to innovate

The following describes which type of power? - When a leader is recognized as possessing great intelligence, insight, or experience. o Good: can win respect, and can offer advice and guidance o Bad: can create dependency

Expert power

How do leaders win the organizational support for their ideas that is required for successful implementation?

Gaining a decision maker's approval to allocate resources to an initiative takes more than a good business case. Need to build support with other stakeholders who can improve proposals and strengthen value propositions to management. Effective leaders are good at identifying allies and creating mutually beneficial relationships

Maslow Needs Theory

How internal needs result in effort to fulfill tasks. Hierarchy of needs. 5 basic categories of needs must be met in ascending order: - physiological (basic needs related to survival; food, water, warmth, rest) - safety and security (basic needs) - belonging and love (the need to belong and be accepted) - esteem (self-esteem and admiration of others; prestige of feeling of accomplishment) - Self-actualization (need to fill one's potential) Lower-levels: must be relatively satisfied in order for a higher-level need to emerge or serve to motivate

Needs Theory

Individuals are motivated by desire to satisfy certain needs (e.g., achievement, desire for social connection). If a leader understands these needs, they can offer appropriate incentives and create the most motivational external environments

McClelland Needs Theory

Individuals are motivated by three basic desires - but relative importance may vary among individuals (must identify and appeal to each employee's primary motivators): - achievement (accomplishment) - affiliation (feeling part of a group) - power (influence or control over others)

How do leaders act based on the Hersey-Blanchard Situational Leadership Theory?

Leaders adapt their behaviors to meet the evolving needs of team members. As team members grow in skill and experience, leaders supply appropriate behavior by: - Telling when EE is not motivated or competent -Selling when increasing competent EE needs focus and motivation; Help explain "Why are we doing this" - Participating when competent workers can be included in problem solving and coached on higher skills - Delegating when very competent team members can benefit more autonomy and self-direction. "Take it and run with it"

Emergent Theory

Leaders are not appointed but emerge from the group, which chooses the leader based on interactions (e.g., greys anatomy "Gunther")

Situational Theories

Leaders can flex their behaviors to meet the needs of unique situations, employing both task or directive behaviors and relationship o supportive behaviors with employees.

Fielder's Contingency Theory

Leaders change situation to make it more "favorable"; make it more likely to produce good outcomes.

Behavioral Theory

Leadership influence group members though certain behaviors.

What are the 5 types of power?

Legitimate, reward, expert, referent, coercive

Effective leaders know how to win support for their actions. How do they achieve that?

Must understand the organization itself and gather support from influential individuals in the organization.

The following describes which approach of leading? - Leader sets the pace (high performance standards & challenges followers to meet expectations) · Good: Teams have highly competent and internally motivated employees · Bad: When expectations and pace of work becomes too much for employees & they burnout.

Pacesetting

The following describes which type of power? - created by the force of the leader's personality; their ability to attract admiration, affection, and/or loyalty o Good: Appears to social needs of individuals, the desire for affiliation o Bad: if leader is not competent, effective, or fair

Referent power

The following describes which type of power? - When leader can offer followers something they value in exchange for commitment (e.g., promotions, compensation) o Good: can appeal to team members' individual motivators o Bad: Only when leaders has access to extend rewards o Ability to reward may be limited

Reward power

Emotional Intelligence (EI)

The quality of being sensitive to and understanding of one's own and others' emotions and the ability to manage one's own emotions and impulses

Which theory states that leaders micromanage and coerce team members because they believe people do not like to work and must be controlled and forced to work?

Theory X

Which theory states that leaders believe that employees dislike rigid controls and inherently want to accomplish something? More participative style that empowers employees. More appropriate in today's knowledge-driven workplace.

Theory Y

What are the 3 leadership theories?

Trait, behavioral, situational

The following describes which type of ally? - Have good political instincts & usually a deep history with the organization/can predict reactions - Can point out other allies - They can guide you based on their knowledge

Tugboat Pilots

An EI person can predict how employees' emotions are likely to evolve following the announcement of structural changes to the organization. Which branch of EI is this?

Understanding emotion

An EI person can use changes in mood as an opportunity to approach a decision from multiple viewpoints. Which branch of EI is this?

Using emotion to facilitate thought

Formal Organizational Features

Usually documented in organizational charts and policies, in announcements and handbooks, and in organizational reports to stakeholders. -org chart, decision-making process (is there a formal process),funding process org's strategy, mission, and values.

The following describes which type of ally? - willing to partner but only to share successes. - Add little value to the initiative and to the process of gaining support - They only partner if they see future success

Wind Surfers

MLK motivated a nation towards a vision; he needed followers to understand how he wanted to achieve his vision. This is an example of which approach to leading? a) democratic b) affiliative c) coaching d) authoritative

authoritative

Which are the only genuinely helpful allies? a) Bureaucratic black belts & Benevolent bureaucrats b) Tugboat Pilots & Benevolent bureaucrats c) Wind Surfers & Benevolent bureaucrats d) Bureaucratic black belts & Tugboat Pilots

bureaucratic black belts & tugboat pilots

Examples of intrinsic factors

challenging work, meaningful impact of work, recognition

The CEO in a pharmaceutical company has been working with his COO for the past 15 years, and is the COO's mentor. The COO explains that the CEO always motivates him to come up with innovative solutions and never criticizes his "out-there" proposals. Instead, the CEO always says go for it, and if it doesn't work then at least we've learned from the mistakes. This is an example of which approach to leadership? a) Affiliative b) Democratic c) Coaching d) Authoritative

coaching

A manager forces EEs to follow his orders by threatening them with punishment if they dont comply. Threats of write-ups, demotions, pay cuts, layoffs, and/or terminations if the EEs dont follow orders. This is an example of which approach to leading? a) Authoritative b) Coercive c) Pacesetting d) Democratic

coercive

What are the 6 approaches to leading?

coercive, authoritative, affiliative, democratic, pacesetting, and coaching

A ____________ manager wants everyone to love them; will avoid punitive actions to not jeopardize relationships. Try to create a supportive environment and trust that EEs will respond positively

country club manager

Social dynamics

degree to which members of the org form relationships with each other across functional lines and hierarchical levels. & how they communicate with eachother (meetings, e-mails, SMS texts), and what about.

Providing recognition, training, and creativity would increase motivation and thus increase job satisfaction but would not reduce __________.

dissatisfaction

Ineffective leaders tend to be:

focused on their own needs and goals, poor at developing and sustaining relationships, and given more to ordering and demanding, egocentric, irritable, noncooperative, poor communicators, asocial, ruthless, dictatorial

A ____________ manager has a "delegate-and-disappear" management style. Detach themselves, creating power struggles.

impoverished manager

Self-Determination Needs Theory

individuals are motivated by innate needs, such as competence (McClelland's achievement), and relatedness (McClelland's affiliation), but also needs for: - competency - autonomy (need to feed that one has control over their own life) - purpose (sense that one's actions have effects beyond the individual or workplace)

Watch how people interact & what types of behaviors are rewarded & what types of ideas are accepted to discover the ________ organization

informal

Why are the functions of management important to HR?

it helps HR assist their organizations in implementing their strategies

According to Herzberg, ________ is influenced by hygiene factors, which include pay, job security, work conditions, work relationships, and supervisor style.

job dissatisfaction

Examples of extrinsic factors

job security, pay, conditions

The following describes which type of power? - created formally through a title or position in hierarchy associated with the rights of leadership. o Good: can save time in decision making and focus team on org's goals o Bad: if leader is not competent or ineffective at leading

legitimate power

_____________ managers get the work done but are not considered leaders - don't take responsibility if something goes wrong

middle-of-the-road

Theory X/Theory Y

motivation is seen as absolutely irrelevant (Theory X), or absolutely critical (Theory Y)

Informal Organizational Features

often based on interpersonal relationships that are complex and subtle and can change frequently. - Can be seen in the org's culture and social dynamics. - Values and beliefs are demonstrated through actions (e.g., mutual respect, honesty) - Social dynamics

A new HR team member realizes during onboarding, that the CHRO sets high performance standards and challenges her team to meet her high expectations. She also has been told that the 2 most recent terminations in the HR team was caused by burnout. This example describes which approach to leading? a) Pacesetting b) Authoritative c) Coercive d) Coaching

pacesetting

An EI person is in tune with emotional shifts in a room during a meeting. Which branch of EI is this?

perceiving emotion

What are the functions of management?

planning, organizing, staffing, directing, controlling

Goleman's 5 components of EI explain what?

qualities that an organization's upper managements and HR management will need to be able to successfully promote EI throughout the organization

An EI person detaching from feeling angry about a particular problem if anger have proven limiting in helping to solve the problem. Which branch of EI is this?

regulating emotion

According to Maslow, ___________ is the need to fulfill one's potential, which would lead one to seek challenges and apply cognitive and creative abilities.

self-actualization

The _________ theory is based on a belief that people are motivated when they have the ability to direct their actions (autonomy), when they can increase their mastery or competence, and when an action serves a larger purpose.

self-determination

An HR leader needs to sell a circumstance, and explain why zoom classes can be good - no parking or commute. Based on the Hersey-Blanchard theory, which behavior is the HR leader supplying?

selling

____________ lead by positive example, foster team environment, and encourage individual and team development.

team leader

to navigate the organization and lead effectively, what do HR leaders need to understand about their org?

the org's formal and informal structures

Attribution Theory

the way a person interprets the causes for past success or failure is related to the present level of motivation - people's desire to explain the reasoning behind their actions and the actions of others - E.g., if an employee gets promoted, others left behind may attribute promotion to that person being the manager's favorite instead of attributing it tot heir experience and skills.

Effective leaders tend to be:

trustworthy, ethical, motivational, efficient, collaborative, and focused on continuous improvement; communicative, decisive, organized, build confidence, committed to excellence, intelligent and informed, effective win-win bargainer, administratively skilled

How do you turn potential allies into partners?

understand their needs and goals. What motivates them personally? What strategic goals are they pursuing? How can one work with them successfully? Must build one's own influence and know how to motivate others to create allies

What are the 4 behaviors leaders can perform to help employees stay on track towards their goals, according to the Path-Goal Theory?

· Directive - help employee understand tasks and its goal · Supportive - try to fulfill employee's relationship needs · Achievement - motivate by setting challenging goals · Participative - provide more control over work and leverage group expertise through participative decision making