Leadership and Management

The Spiral of Experience

(See Figure) Action: What did you do? Reflection: How do you look at it now? How do you feel about it now? Observation: What happened? Results, Impact on others

Sources of leader power in the leader-follower-situation framework

(See Venn diagram) Leader: expert Leader/follower: referent Leader/situation: coercive Situation: legitimate Follower: none (see diagram) All 3 (middle of diagram): reward

The Leadership Grid Figure

(See figure on slides) Country Club Management: thoughtful attention to the needs of people for satisfying relationships leads to a comfortable, friendly organization atmosphere and work tempo Team Management: work accomplishment is from committed people; interdependence through a "command stake" in organization purpose leads to relationships of trust and respect Authority-compliance management: efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimum degree Impoverished management: exertion of minimum effort to get required work done is appropriate to sustain organization management Middle of the road management: adequate organization performance is possible through balancing the necessity to get work out while maintaining morale of people at a satisfactory level

Ability and mixed models of emotional intelligence

(See figure on slides) Perceiving emotions Managing emotions Using emotions Understanding emotions

Goleman's model of EQ

(See figure on slides) Self-awareness Self-regulation Motivation Empathy Social skills

FFM

(See figure on slides) Surgency Agreeableness Dependability Adjustment Openness to experience

The two dimensions of managerial incompetence

(See graph) Y axis: Does/does not build teams X axis: does/does not get results

Changing requirements for success

(See graph) Y axis: importance X axis: stage of career

The Interactional framework for analyzing leadership

(Venn Diagram) Leadership: -Personality -Position -Expertise -Etc Situation: -Task -Stress -Environment -Etc Followers: -Values -Norms -Cohesiveness -Etc

Qualities of a Manager

-Administer -Maintain -Control -Have short-term view -Ask how and when -Imitate -Accept status quo -Are efficient -Implement values

Qualities of a Leader

-Innovate -Develop -Inspire -Have long-term view -Ask what and why -Originate -Challenge status quo -Are effective -Set values

Coercive power

Coercive power is the potential to influence others through the administration of negative sanctions or the removal of positive events. •Reliance on this power has inherent limitations and drawbacks. •One of the most common forms of coercion is a superior's temperamental outbursts. •Followers can also use this power to influence their leader's behavior. -More likely to use this power when a relatively high amount of referent power exists among co-workers.

Tenets of servant leadership

Conceptualization - Integrate present realities and future possibilities •Foresight - sense of intuition about how past, present, and future are connected •Stewardship - Hold an organizations resources in trust for the greater good •Commitment to Others' Growth - those served develop toward being more responsible, caring, and competent individuals •Building Community - re-create a sense of kinship/unity/identity Listening - listening effectively to others •Empathy - understand others' feelings and perspectives •Healing - foster each person's emotional and spiritual health and wholeness •Awareness - understand your own values, feelings, strengths and weaknesses •Persuasion - Influence others through their persuasiveness

Consideration vs Initiating Structure

Consideration - refers to how much a leader is friendly and supportive to subordinates. Leaders high in consideration engage in many different behaviors that show supportiveness, concern, and appreciation for their work. •Initiating Structure - refers to how much a leader emphasizes meeting work goals and accomplishing tasks.

Expert power

Expert power: Power of knowledge. •Some people are able to influence others through their relative expertise in particular areas. •If different followers have considerably greater amounts of expert power, the leader may be unable to influence them using expert power alone.

Leadership and "doing the right things"

Four qualities of leadership that engender trust: -Vision - Pull people together based on shared beliefs and a common sense of organizational purpose and belonging -Empathy - THEY understand the world as WE see and experience it -Consistency - changes are understood as a process of evolution in light of relevant new evidence -Integrity - commitment to higher principles through their actions.

Cautions about reward power

Leaders can enhance their ability to influence others based on reward power if they: -Determine what rewards are available. -Determine what rewards are valued by their subordinates. -Establish clear policies for the equitable and consistent administration of rewards for good performance. •Followers may exercise reward power over leaders by: -Controlling administration of scarce resources. -Modifying their level of effort.

Legitimate Power

Legitimate power: Depends on a person's organizational role. •Legitimate power allows exertion of influence through requests or demands deemed appropriate by virtue of role and position. -Holding a position and being a leader are not synonymous. •Effective leaders often intuitively realize they need more than legitimate power to be successful.

Personality traits and leadership

Personality: -The impression a person makes on others (emphasizes social reputation) -Underlying, unseen structures and processes inside a person that explain why we behave the way we do; why each person's behavior tends to be relatively similar across different situations, yet also different from another person's behavior.

Referent power

Referent power: Refers to the potential influence one has due to the strength of the relationship between the leader and the followers. •Referent power often takes time to develop. •The stronger the relationship, the more influence leaders and followers exert over each other. •Followers with relatively more referent power than their peers are often spokespersons for their units. -They generally have more latitude to deviate from work-unit norms.

Best practices in assessing leadership potential

Research shows that by developing a competency model, one can clearly define the skills and attributes required in the right candidate. •The best candidate would be the person with the most, if not all, of those skills and attributes. •The multiple hurdles approach is the most cost-effective and valid way to identify the best candidate from the applicant pool. (see page 100) Is this what the military uses?

Reward Power

Reward power: Involves the potential to influence others due to one's control over desired resources. •The potential to influence others through reward power is a joint function of the leader, the followers, and the situation. •An overemphasis on rewards for performance can lead to resentment and feelings by workers of being manipulated. •Extrinsic rewards may not have the same effects on behavior as intrinsic rewards. •Leaders who do not understand their followers are more apt to misapply this.

How values impact leadership

Values are primary determinants in what data are reviewed and how leaders define problems. •Values affect the solutions generated and the decisions made about problems. •Values often influence a leader's perceptions of individual and organizational successes and the manner in which they are achieved. •Values help leaders choose right from wrong, and between ethical and unethical behavior.

Robert Kelley: the types of followers

•Alienated Followers - Habitually point out all the negative aspects •Conformist Followers - Typically the "yes" people •Pragmatist Followers - rarely committed to group's goals, learned not to make waves. Mediocre preformers. •Passive Followers - Rely on leader to do all the thinking...lack enthusiasm, require constant direction •Exemplary Followers - Consistent picture to leaders and followers of being independent, and willing to stand up to superiors. They apply their talents for benfit of the organization even when confronted w/ stumbling blocks or passive/pragmatist followers

The key role of perception in the Spiral of Experience

•Experience is not just a matter of what events happen to you; it also depends on how you perceive those events. •Perception affects all three phases of the action-observation-reflection model. •People actively shape and construct their experiences

Myth: The Only School you learn leadership is the School of Hard Knocks

•Formal study and learning from experience compliment each other •Analyze what kind of study will help students learn to discern critical lessons about leadership from their own experience -Analyzing your experiences from multiple perspectives may be single greatest contribution a formal course in leadership can give you

Types of influence tactics

•Influence Behavior Questionnaire (IBQ) assesses nine types of influence tactics: -Rational persuasion -Inspirational appeals -Consultation -Ingratiation -Personal appeals -Exchange -Coalition tactics -Pressure tactics -Legitimizing tactics

Myth: Leaders are born, not made

•Innate factors and formative experience influence many behaviors, including leadership •Research indicates that many cognitive abilities and personality traits are at least partially innate •Basic natures may be fixed, but different environments can nurture/suppress different leadership qualities •Leaders are born and made -This course can make you a better leader

The Action-Observation Reflection Model

•Making the most of experience is key to developing one's leadership ability. •The theory shows that leadership development is enhanced when the experience involves three different processes: -Action -Observation -Reflection •Spiral of experience: Colin Powell's example

Myth: Good Leadership is all Common Sense

•Most leadership literature only confirms what anyone with common sense already knows •However, common sense is an ambiguous term -It depends on culture, background, and life experience •One challenge of leadership is to know when common sense applies and when it does not •If leadership were nothing more than common sense, then problems in the workplace would be few, if any •Effective leadership must be something more than just common sense

Perception and Observation

•Observation and perception both deal with attending to events around us. -We are selective in what we attend to and what we, in turn, perceive. •Perceptual sets can influence any of our senses: -They are the tendency or bias to perceive one thing and not another. -Feelings, needs, prior experience and expectations can all trigger a perceptual set. •Stereotypes represent powerful impediments to learning. -Awareness of biases occurs upon reflection.

Ohio State and University of Michigan

•Ohio State University: Developed the Leader Behavior Description Questionnaire (LBDQ) and identified two independent dimensions of behaviors: -Consideration -Initiating structure •These dimensions were independent continuums. •University of Michigan: Identified two dimensions contributing to effective group performance: -Job-centered dimensions -Employee-centered dimension •These dimensions were at opposite ends of a single continuum

Various Definitions of Leadership

•Process by which agent induces subordinate to behave in desired manner •Directing/coordinating work of group members •Interpersonal relation in which others comply because they want to, not because they have to •Process of influencing an organized group toward accomplishing its goals •Actions that focus resources to create desirable opportunities

Perception and reflection

•Reflection deals with how we interpret our observations. •Perception is inherently an interpretive, or a meaning-making, activity. •Attributions: Explanations we develop for the behaviors or actions we attend to. •Fundamental attribution error: Tendency to overestimate the dispositional causes of behavior (attribute other people's actions to their personality) and underestimate the environmental causes when others fail. •Self-serving bias: Tendency to make external attributions for one's own failures, yet make internal attributions for one's successes. •Actor/observer difference: Refers to the fact that people who are observing an action are much more likely than the actor to make the fundamental attribution error. •Reflection also involves higher functions like evaluation and judgment, not just perception and attribution.

Perception and Action

•Research found that perceptions and biases affect supervisors' actions towards poorly performing subordinates. •Self-fulfilling prophecy: Occurs when our expectations or predictions play a causal role in bringing about the events we predict. -Research has shown that having expectations about others can subtly influence our actions. -These actions can, in turn, affect the way others behave. -So, people may respond as expected, because those expectations are communicated and associated behaviors are demonstrated - yielding a self-fulfilling prophecy