Leadership and Performance Midterm
Kirkpatrick & Locke (1991): 6 Traits That Differentiate Leaders
"It is unequivocally clear that leaders are not like other people" 1. Drive 2. Motivation 3. Integrity 4. Confidence 5. Cognitive ability 6. Task knowledge
Post-Conventional
"Reasoning based on conscience and creating a just society" Social Contract/Individual Rights: decisions based on social contract and what society should be like "I work with others to do what's best for all of us" Universal Principles of Justice: based on internalized universal principles of "I act out of my internalized and universal principle of justice"
Conventional
"Reasoning based on society's views and expectations" Conformity (expectations): conforming to the expectations of others to behave like a "good" person "I do what others expect of me" Social Order (follow rules): showing concern for society as a whole "I follow the rules and support the laws of society"
Anne-Marie Slaughter breadwinner vs caregiver
- "Real equality" is not just valuing women on male terms, but cultivating equally-respecting choices for men and women - Work will get done better when family and work are held together - Breadwinning and caregiving are equally important in society
Prejudice
- A largely fixed attitude or belief - Falsely-based generalizations - We must fight prejudice
Greenleaf's Servant Leadership
- An approach focusing on leadership from the point of view of leaders and their behaviors - Servant leadership emphasizes that leaders be attentive to the concerns of their followers, empathize with them, and nurture them - Servant leaders put followers first, empower them, and help them develop their full personal capacities.
Leader-Member Exchange Theory
- Centered around the interactions (relationship) between leaders and each of the followers - LMX - Dyadic Relationship; leader tries to build effective dyads with all followers
Heifetz Approach to Ethical Leadership
- Teaches followers how to confront conflict and address it by effecting changes - Leaders should create an environment of trust, nurturance, and empathy - Deals with values; the values of the worker, the values of the organization and the communities in which they work
Burns Approach to Ethical Leadership
- Theory of transformational leadership (morally uplifting process) - Transformational leadership involves attempts by leaders to move followers to higher standards of moral responsibility - Raises the level of morality in both the leader and followers
Participants
- are engaged in some way. - Driven by their own passions (ambition, innovation, creation, helping people)—not necessarily by senior managers.
Diehards
- are prepared to go down for their cause—whether it's an individual, an idea, or both. - They can be either a strong asset to their leaders or managers or a dangerous liability. - They are trained and willing to follow nearly blindly the orders of their superiors, who depend on them absolutely to get the job done.
Isolates
- completely detached, do not care about their leaders, know anything about them, or respond to them in any obvious way. - Passively support the status quo and further strengthen leaders who already have the upper hand - Drag down organizations
Activists
- feel strongly one way or another about their leaders and organizations, and they act accordingly. - Eager, energetic, and engaged. - They are heavily invested in people and processes, so they work hard either on behalf of their leaders or to undermine and even unseat them.
Badaracco quiet leadership
- flying under the radar, getting the job done without drama; Quiet moral leadership does not thrill or inspire - buying time, bend the rules, don't break them ...
Bystanders
- observe but do not participate. - Deliberately stand aside and disengage, both from their leaders and from their groups or organizations. - But unlike isolates, they are perfectly aware of what is going on around them; they just choose not to take the time, the trouble, or, to be fair, sometimes the risk to get involved.
Toxic Triangle
- susceptible followers - Conducive environment - power/coercion/charisma
Adler and Bortolomew: 5 cross-cultural competencies
1. Business, cultural, political environment 2. Perspectives, tasks, technologies 3. Work simultaneously with many cultures 4. Live and communicate in other cultures 5. Relate in equality rather than superiority**
6 behaviors to measure cultures against different cultures
1. Charismatic/values-based - ability to inspire/motivate and exprect high performance from others 2. Team-oriented - Administratively competent 3. Participative - Leaders being involved and involving others 4. Humane - Being supportive, considerate, passionate, generous, sensitive modest 5. Self-Protective - Leadership can be conflict inducing, status-conscious 6. Autonomous - Independent and individualistic leadership is unique
Stogdill: 10 Characteristics (Traits) that are associated with leadership
1. Drive for responsibility and task completion 2. Vigor and persistence in pursuit of goals 3. Risk taking and originality in problem solving 4. Drive to exercise initiative in social situations 5. Self confidence and sense of personal identity 6. Willingness to accept consequences of decision and action 7. Readiness to absorb interpersonal stress 8. Willingness to tolerate frustration and delay 9. Ability to influence other people's behavior 10. Capacity to structure social interaction systems to the purpose at hand
8 undesirable attributes; what we perceive
1. Loner 2. Asocial 3. Irritable 4. Ruthless 5. Non-cooperative 6. Egocentric 7. Non-explicit 8. Dictatorial
Mumford: Three Competencies (Different from Katz in terms of skill)
1. Problem-solving skills 2. Social judgement (similar to people skills) 3. Knowledge
Goffee and Jones: Inspirational leaders share four unexpected qualities
1. They selectively show their weaknesses: They show vulnerability, which reveals their approachability and humanity. 2. They rely heavily on intuition to gauge the appropriate timing and course of their actions. Their ability to intuit and collect and interpret soft data helps them know just when and how to act. 3. They manage employees with something we call tough empathy: they empathize passionately and realistically with people. 4. They reveal their differences: they capitalize on what's unique about themselves. You may find yourself in a top position without these qualities, but few people will want to be led by you.
GLOBE: global leadership and organizational behavior effectiveness
9 cultural dimensions 1. Uncertainty avoidance 2. Power distance 3. Institutional collectivism 4. In-group collectivism 5. Gender egalitarianism 6. Assertiveness (Japanese culture punishes) 7. Future orientation 8. Performance orientation 9. Humane orientation Clusters -- put different cultures into clusters based on 9 cultural dimensions - These cultures behave a certain way and therefore you should lead them appropriately
Robert Kelley: Typology of Followers
Alienated followers: think for themselves exhibit a lot of negative energy Passive followers: sometimes pejoratively called 'sheep'; look to the leader for direction and motivation Conformists: "yes" people -- always on the leader's side but still looking to the leader for direction and guidance Exemplary followers: sometimes called 'star' followers; active, positive, and offer independent constructive criticism Pragmatic followers: "fence sitters" who support the status quo, but do not get on board until others do
assigned vs emergent leadership
Assigned: by virtue of a position - given Emergent: based on how group members respond - proven
Blake and Mouton's Managerial (Leadership) Grid - 5 styles
Authority-compliance: emphasis on task and job requirements, less emphasis on people. Result driven. Country club management: Low concern for task accomplishment, high concern for interpersonal relationships. Personal and social needs met. (78) Impoverished management: Unconcerned with both task and interpersonal relationships. Uninvolved, noncommittal, resigned leader. Middle-of-the-road management: Compromisers, intermediate concern for the task and interpersonal relationships. Team management: Strong emphasis on both tasks and interpersonal relationships. High degree of participation and teamwork in org. Open minded and enjoys working.
Leadership ethics
Based on ethos = customs, conduct, and character the study of ethical problems and challenges distinctive to and inherent in the processes, practices, and outcomes of leading and following
Influences on skills development
Career experiences Influence the development of knowledge and skills for solving complex problems Environmental (internal or external) - External: Economic, political, and social issues, as well as natural disasters, can provide unique challenges to leaders - Internal: Technology, facilities, expertise of followers, and communication
4 leadership styles
Directing Style: high directive, low supportive. Leader focuses on communication, and spends a smaller amount of time using supportive behaviors. Coaching: high-directing, high supportive. Focuses communication on both achieving goals and meeting followers socioemotional needs. Gives encouragement. Supporting approach: high supportive, low directive. The leader does not focus exclusively on goals but uses supportive behaviors that bring out followers' skills around the goal to be accomplished. Delegating approach: low supportive, low directive. The leader offers less goal input and social support, facilitating followers' confidence and motivation in reference to the goal. Gives control to followers and refrains from intervening with unnecessary social support.
The Four Leader Behaviors of Path-Goal Theory
Directive (structure): provides instructions, expectations, timelines; no ambiguity Supportive (nurture): attending to the well being of followers/treat them as equals: friendly and approachable Participative (involvement): inviting followers to share in decisions Achievement (challenge): leader challenges followers to perform at highest level possible
Abraham Zeliznik: Followership Typology
Dominance vs. Submission Active vs. Passive 1. Impulsive (highly dominant/active) 2. Compulsive (highly dominant/passive) 3. Masochistic (submissive/active) 4. Withdrawn (submissive/passive)
behavioral approach
Emphasizes the behavior of the leader, which emphasizes the personality characteristics of the leader. It focuses exclusively on what leaders do and how they act. Works not by telling leaders how to behave, but by describing the major components of their behavior.
Is emotional intelligence innate or learned?
Father of EQ thinks you can learn skills to become a leader "We can strengthen these abilities through persistence, practice and feedback from coaching"
Path-Goal Theory of Leadership
How leaders can help followers by selecting behaviors best suited to followers' needs and the situation
In group vs out group
In group = expanded role/responsibility Dependable, involved, communicative Out group = defined roles/contract Perform, but don't go above and beyond
What does Katz say about the 3 skill approach?
It's important to have all three skills, depending on your level of management - Highest level management - all three should be known - Middle management - conceptual skills - Lower level management - technical skills
Graen & Uhl-Bien (1995) - Three Phases
Leaders should develop high-quality exchanges with all of their followers Stranger Phase: rule bound, contractual Acquaintance Phase: leader invitation, sharing resources; personal and work information Mature Partnership Phase: mutual interest, trust, respect
What is Leadership?
Leadership is a process whereby an individual influences a group of individuals toward a common goal
Blake and his colleagues identified two other behaviors that incorporate aspects of the grid...
Paternalism/Maternalism: Uses both Country Club Management Style and Authority-Compliance Style. - Benevolent Dictator - Regard the organization as a "family," make most of the key decisions, and reward loyalty and obedience while punishing non-compliance. Opportunism: Uses any combination of the basic five styles for the purpose of personal advancement. - Adapt and shift his leadership style, putting self interest ahead of other priorities. - Ruthless, cunning, self motivated... or it could be argued, adaptable and strategic.
Ethnocentrism
Placing your own culture at the center - Prevents people from understanding, appreciating, and respecting each other's views - Ex: buying Manhattan for $24 - Should we recognize and manage it or strive to remove it?
Badaracco Four major rules
Put things off until tomorrow Drama for do or die can exaggerate the frequency of dilemmas Pick your battles Dynamic leaders will take on every challenge Bend the rules, don't break them "Following the rules can be a moral cop-out" Push the boundaries Find a compromise Moral principles cannot be neglected, a compromise must be reached
Pre-conventional
Reasoning based on self-interest, avoiding punishment, and rewards Obedience/punishment: morality as external to self "I'm doing this so I won't get hurt" Individual exchange: making moral decisions based on self-interest "I'll do a favor for you if you do one for me"
Six Bases of Power
Referent; recognized as a leader, emerging vs existing Expert; have expertise and knowledge Legitimate; formal job position/authority Reward; power to reward performance Coercive; power to punish/deny rewards Information; have the information that others don't
Ira Chaleff (followers fall into 4 categories)
Resources (lower left quadrant): exhibits low support and low challenge. This describes those followers who do just enough to get by Individualist (lower right quadrant): demonstrates low support and high challenge. Often marginalized by others, individualists speak up and let the leader know where they stand. Implementer (upper left quadrant): acts with high support and low challenge. Often valued by the leader, implementers are supportive and get the work done but, on the downside, fail to challenge the leader's goals and values. Partner (upper right quadrant): shows high support and high challenge. Followers who exhibit this style take responsibility for themselves and for the leader and fully support the leader but are always willing to challenge the leader when necessary.
5 Principles of Ethical Leadership
Respect others: includes giving credence to others' ideas and confirming them as human beings Serve others: observed in activities such as mentoring, empowerment behaviors, team building, and citizenship behaviors, to name a few Show justice: leaders place issues of fairness at the center of their decision making. Manifest honesty: being open with others and representing reality as fully and completely as possible Build community: Leaders need to take into account their own and followers' purposes while working toward goals that are suitable for both of them.
Goleman emotional intelligence characteristics
Self-awareness; knowing one's strengths and weaknesses and drives, values, and impact on others Self regulation; controlling or redirecting disrupting impulses or moods Motivation; relishing achievement for its own sake Empathy; understanding each other's emotional makeup Social skill; building rapport with others to move them in desired directions; helps build social networks
4 Leader actions
Set the vision: image of the future - Sensible to the head - Appealing to the heart Align: Setting a direction, getting people on the same boat Motivate: Get your followers either extrinsically or intrinsically motivated Inspire: Stirring in them a sense of belonging
Sheryl Sandberg Ted Talk
Sit at the table - No one gets the corner office by sitting at the side and not at the table - No one succeeds without believing in themselves and attributing their success to themselves Make your partner a real partner - Equal responsibility for men and women at home - Play with the dad at mommy and me Don't leave before you leave - Keep your foot on the gas pedal until the very day you need to leave to care for your child
Skills Approach
Skills, abilities, knowledge, capabilities; come from our experiences
Katz: The Three Skill Approach
Technical Skills: knowledge about and proficiency in a specific type of work or activity Human Skills: knowledge about and the ability to work with others, "people skills" Conceptual Skills: the ability to work with ideas and concepts and are comfortable talking about their intricacies Problem solving, critical thinking, theories
Hoyt and Simon Glass Ceiling
There are a few explanations for why women face the glass ceiling (the invisible barrier preventing women from ascending into elite leadership positions) 1. The first highlights differences in women's and men's investments in human capital (training, education) 2. Next considers gender differences between men and women (women are more inclusive and democratic vs direct and dominant) 3. The final type focuses on prejudice and discrimination against female leader
Pagonis, leaders must be...
To lead successfully, you must have expertise and empathy Motivators Educators Role models Sounding boards Confessors Cheerleaders
Management vs. Leadership
Two distinctive and complementary systems of action Managers: ensure daily tasks are done, responsible for operations - Planning and budgeting; organizing and staffing Leaders: set a vision, produce change - Setting direction; aligning people
Blake and Mouton's Managerial (Leadership) Grid
designed to explain how leaders help organizations to reach their purposes through two factors: Concern for production: concerned with achieving organizational tasks. It involves a wide range of activities, including attention to policy decisions, new product development, process issues, workload, and sales volume. Concern for people: Refers to how a leader attends to the public in the organization who are trying to achieve its goals. Building organizational commitment and trust, promoting the personal worth of followers, providing good working conditions.
trait approach
how traits influence leadership
Kellerman: 5 Types of Followers
isolates, bystanders, participants, activists, diehards
Kohlberg three levels of moral development
preconventional, conventional, postconventional
Stogdill (1948)
suggested that no consistent set of traits differentiated leaders from nonleaders across a variety of situations An individual with leadership traits who was a leader in one situation may not be in another
Goleman emotional intelligence theory
the ability to work with others and effectiveness in leading change; enable leaders to maximize their followers and their own performance
The Situational Approach
universally important traits and behaviors do not exist, and that effective leadership behavior varies from situation to situation. Leaders must match their style and adapt to their followers
