2310 Exam one
Explain the visionary component of charismatic leadership.
Vision is the ability to imagine different and better future conditions and ways to achieve them. A vision is a lofty, long term goal. An Effective leader must have vision.
Pinpoint several traits, behaviors, and attitudes of a successful follower.
Types of followers- 1) Isolates, 2) Bystanders, 3) Participants, 4) Activists, and 5) Diehards. Isolates- completely detaches (they just do their job), Bystander- free riders, interesting in refreshment/texts at meetings. They must be motivated. Participants- show engagement and invest time to make a different. Activist- are engaged; heavily interested in people, Diehards are super engaged (Backstabbers). Effective followers have four essential qualities self management, commitment, competence and Focus, and courage
Describe how leadership influences organizational performance. (4 methods)
• The flexible leadership theory by Gary Yukl- organizational performance is stronger when the influence of middle and lower level leaders on important decisions is commensurate with their unique, relevant knowledge. • Anti-leadership argument- holds that the impact of the leader on organizational outcomes is smaller than the impact of forces within the situation such as the economic conditions or the talent of others. • Substitutes for leadership- At times, competent leadership is not necessary, and incompetent leadership can be counterbalance by certain factors in the work situation. Such substitutes are factors in the work environment that provide guidance and incentives to perform. 1) Closely knit teams of highly trained individuals, 2) Intrinsic satisfaction, 3) Information technology, 4) professional norms. • Leadership irrelevance- Jeffry Pfeiffer theorized leadership is irrelevant to most organizational outcomes, rather it is the situation that must be analyzed. He argues that factors outside the leaders control have a larger impact on business outcomes than do leadership actions. Ex- the sale of smartphones has surpassed the sale of computers rather than because of leadership but because of an outside force of handheld communication becoming essential. Also Ex- firms higher those whose values are compatible with theirs, high level leaders have control over only a few resources, leadership control is limited due to obligations to shareholders.
Describe the three leadership styles
(Participative leadership)- Share decision making with the followers. Divided into three subtypes. EX- Southwest airlines / pope Francis. Consultative- leaders confer with followers before making a decision, but the leader retains the final authority. Consensus- leaders strive for consensus in discussions and decisions reflecting a general agreement. Democratic- leaders confer final authority to group members. (Autocratic)- leaders retain final authority and make all decisions. Is effective in certain situations. Ex- Bush 9/11, Vince Lombardi. (Entrepreneur) leadership- strong achievement and sensible risk taking. High degree of enthusiasm and creativity. Eye on the future, acts quickly when opportunity arises. EX- Ellen DeGeneres.
Explain Situational Leadership® II (SLII).
(SLII) major premise is that the basis for effective leadership is managing the relationship between a leader and a subordinate on a given task. According to this effective leaders adapt their behavior to the level of commitment and competence of a subordinate to complete a task. The amount of commitment and competence relates to the situation as you go from directing, coaching, to supporting, and then delegating.
Identify general and task-related traits that contribute to leadership effectiveness. (6)
(passion)- your love for you job goes beyond enthusiasm and is often expressed as an obsession, (courage)-comes from the heart. Courageous leadership has been described as gutsy. They are able to make difficult decisions for the better,( proactive personality), (flexibility) and (adaptability), and (emotional intelligence) (self-awareness, self-management, social awareness, and relationship management)
Describe at least five task-oriented leadership behaviors and attitudes. (7)
1) Adaptability to situations, 2) Direction setting, 3) high performance standards, 4) Concentrating on strengths of group members, 5) Risk taking and execution of plans, 6) Hands on guidance and feedback, 7) Asking tough questions
Describe at least five relationship-oriented attitudes and behaviors.(6)
1) Aligning people- 2) Openness to worker opinions- 3) Creating inspiration and visibility 4) Satisfying higher level needs 5) Giving emotional support and encouragement 6) promoting principles and values
Pinpoint several important leadership roles (10)
1) Figurehead- leaders, particularly high ranking managers, spend some part of their time engaging in ceremonial activities, or acting as a figurehead, 2) Spokesperson- keeps five groups of people informed about the units activities, plans, capabilities, and possibilities (upper level management, clients, other important outsiders such as labor unions, and professional colleagues, 3) Negotiator, 4) Coach and motivator- informally recognizes team members achievements, provides team members with feedback concerning ineffective performance, implementing rewards and punishment to encourage good performance, and inspiring people, 5) Team builder, 6) Team player- displaying appropriate personnel conduct, cooperates with other units in the organizations, and displays loyalty to superiors, 7) Technical problem solver- serving as a technical expert or adviser and performing individual contributor tasks on a regular basis, 8) Entrepreneur- reading trade publications and professional journals to keep up with changes, talking with customers or others in the organization to stay aware of changing needs and requirements, and getting involved in the situation outside the unit that could suggest ways of improvement, 9) Strategic planner- setting a vision and direction for the organization, helping the firm deal with the external environment, helping develop organizational policies, being a thought leader, 10) executor.
Describe many of the traits and behaviors of charismatic leaders (8)
1) Visionary (offer an exciting/ image of where the organization is going), 2) Masterful communication skills (colorful language), 3) ability to inspire trust, 4) tactful in social situations (screamers), 5) energetic, 6) open expression of feelings, 7) takes risk, 8) test employee by asking "Do we really need you".
5 habits of a charismatic leader (video)
1) We think that charisma people are perfect (embrace imperfections and capitalize on your weakness, 2) Don't be a conversational narcissist (Tell me your story), 3) Gush, don't gossip (listen rather than speak, negativity has a negative effect, 4) show and use your hands, 5) Gaze deeply - think of the elevator talk.
Describe a framework for understanding leadership (4)
1) leadership effectiveness equals combined influence of three sets of factors, 2) leader characteristics, behavior, and style, 3) Group member characteristics and behavior, 4) Context (internal and external environment. --The key point is that leadership is a multilevel phenomenon.
Explain the communication style of charismatic leaders (3)
1)Inspire (metaphors/analogies gearing language to different audiences/ articulate a message Ex: A CEO explaining to her team that if they continue to provide such high standards they will double their market share), 2) storytelling- inspires others through fascinating stories. EX- Grandfather discussing walking up hill and down hill in snow to show that what we face now is easier than in his day, 3) social networking- Ex- A charismatic uses social networking to inspire others with positive messages.
Explain how leaders use 360-degree feedback to improve their performance.
360 degree feedback is a formal evaluation of leaders based on input from followers, consumers, and suppliers. This can take the shape of a likertsyle survey which addresses competencies associated with the organizations success, training, etc. This allows you to receive feedback on how you are doing, yet is can have negative effects as people rush through it or if they just don't like you. You can also do a stop start continue which allows you to see what you're doing right need to change and continue with.
Explain the nature of transformational leadership.
A leadership style that helps bring about major, positive changes by moving the group members beyond their self-interests and towards the good of the group, organization, or society. They are charismatic and have scored higher on emotional intelligence. EX- Akio Toyoda the president of toyota who helped the company overcome effects of the 2011 earthquake damage to Toyota's production factories and the effect of an embarrassing recall. Opposite is transactional leadership which focuses on routine transactions and rewarding groups members for meeting standards.
Fiedler's contingency theory of leadership effectiveness. (LPC scale)
Attempts to match the leadership style. Step 1) LPC which measures the degree to which a leader describes favorable or unfavorable an employee whom she could work least well with. Relationship model tend to describe their LPC in favorable terms. High LPC = relationships as they avoid conflict, focus on relationship building, while low LPC = Task. Task motivated Step 2) identify the situation, are leader member's relations good/poor, is the task structured or is it unstructured, and do you have strong or weak power over your team.
Explain the path-goal theory of leadership effectiveness based on / (4) D, S, P,AO
By Robert House, based on the expectancy theory of motivation. It specifies what a leader must do to achieve high productivity and morale in each situation. A leader who attempts to "clear the path" to a goal for a group member tends to find the group member job satisfaction and performance increase. 1) Directive (tasks are unclear), 2) supportive (tasks are frustrating and stressful and group members are apprehensive), 3) Participate (Tasks are non-repetitive and group members are capable and motivated, 4) achievement orientated (tasks are unique and entrepreneurial, high moral, group members are competent and committed.
Describe cognitive factors associated with leadership effectiveness. (5) / Ex
Cognitive factors are problem solving and intellective skills. There are five cognitive factors which include: 1)farsightedness and conceptual thinking- the ability to understand the long range implications of actions and policies, 2) cognitive intelligence, 3) insight into people and situations- allows you to understand others, 4) knowledge of the business or group task- It is difficult for a leader to establish oneself if they don't understand the functions of the business, 5) creativity- many effective leaders arrive at imaginative and original solutions to complex problems. Ex- David Fisher VP of facebook marketing, he knew that facebook would not except pop up ads or marketing campaigns that dominated facebook. This pushed him to create ways to make ad products that will engage readers.
Factors of Initiating structure and consideration.
Consideration 1. Do personal favors for people in the work group. 2. Treat all people in the work group as your equal. 3. Do little things to make it pleasant to be a member of the staff. Initiating Structure 1. Try out your own new ideas in the work group. 2. Emphasize meeting deadlines. 3. See to it that people in the work group are working up to capacity.
Identify key motives that contribute to leadership effectiveness.
Effective leaders have 1)Tenacity, 2) strong work ethic, 3) Power motive, 4) Drive and achievement motive. • • Personalized power motive- seek power for their own motive to further their own interest. • Socialized power method- leaders with a socialized power motive use power primarily to achieve organizational goals or a vision. • Drive- refers to a propensity to put forth high energy into achieving objectives and to persistence in applying that energy. • Achievement motivation- included in drive is finding joy in accomplishment for its own sake.
Describe how emotional intelligence contributes to leadership effectiveness.
Emotional intelligence refers to the ability to do such things as understanding one's feelings, have empathy for others, and regulate one's emotions to enhance one's quality of life. This includes self awareness, self management, social awareness, and relationship management. o Self-awareness- the ability to understand your own emotions o Self-management- this is the ability to control one's emotions and act with honesty and integrity in a consistent and adaptable manner. o Social awareness- this includes having empathy for others and intuition about organizational problems. o Relationship management- This includes interpersonal skills of being able to communicate clearly and convincingly, disarm conflicts, and build strong personal bonds.
Hersey Blanchard Situational Leadership Model
Ex-Kill floor for chicken. You are informed during the tellings stage, during the selling you inform them of your ideas, while in participate you build relationships until you reach delegate where you can act as a leader more effectively.
Leadership Grid
Is a framework for specifying the extent of a leader's concern for production and people. 9:1(controlling) Expect results and take control clearly stating a course of action without taking risks. 1,9 (Accommodating) Support results that establish and reinforce harmony. 5,5(Status Quo)Endorse results that are popular. but cautious against taking unnecessary risk. 1,1 (Indifferent) Distance oneself from taking active responsibility.9,9 (Sound) Initiate team action in a way that invites involvement and commitment.
Identify the major satisfactions (7) and frustrations (10) associated with the leadership role.
Leaders often experience several sources of satisfaction- 1) feeling of power and prestige, 2) A chance to help others grow, 3) high income, 4) respect and status, 5) Good opportunities for advancement, 6) A feeling of being in on things, 7) An opportunity to control money and other resources. Frustration of leaders- 1) Too much uncompensated overtime, 2) too many headaches, 3) facing a perform or perish mentality, 4) not enough authority to carry out responsibility, 5) loneliness, 6) too many problems involving people, 7) too much organizational politics, 8) the pursuit of conflicting goals, 9) Being perceived as unethical, especially if you are a corporate executive, 10) job fatigue and burnout because of the preceding nine problems.
Personality traits
Leaders personality traits can be divided into two groups: general personality traits such as self-confidence and trustworthiness, and tasked related traits such as an internal locus of control. • General personality traits of leaders include: self-confidence, humility, core self-evaluations, trust worthiness, authenticity, extraversion, assertiveness, enthusiasm, optimism, and warmth, and sense of humor. • Core self-evaluations- is a broad personality trait that captures bottom line self-assessment that is composed of self-esteem, locus control, generalized self-efficacy, and emotional stability. • Trust- a person's confidence in another individual's intentions and motives and in the sincerity of that individual's word. • Trust is closely related to transparency in which organizational leadership is open rather than secretive about activities that affect the welfare of stake holds. • Assertiveness- refers to being forthright in expressing demands, opinions, feelings, and attitudes.
Explain the meaning of leadership and how it differs from management.
Leadership is the ability to inspire confidence and support among the people who are needed to achieve organizational goals. Ex. Andre Sougarret and the Gold Mines. • Management produces order, consistency, and predictability. Leadership produces changes and adaptability to new products, new markets, new competitors, etc. Leadership in contrast to management, involves having a vision of what the organization can become and mobilizing people to accomplish it. Leadership produces change, often to a dramatic degree, such as by launching a new product while management is more likely to produce a degree of predictability and order. Leaders are likely to invoke change, while manages just maintain organization. A leader creates a vision (goals), while a manager is to implement the vision. The manager and his team choose the means to achieve the end that the leader formulates. (You must realize the importance of both qualities) Ex- The inspirational entrepreneur who is occupied with inspiring employees and captivating customers neglects internal administration. Effective leaders also manage.
Recognize how leadership skills are developed (5)
Leadership skills are developed by 1: Conceptual information and behavior guidelines, 2) Conceptual information demonstrated by examples and brief descriptions of leaders in action, 3) experiential exercises, 4) feedback on skills utilization or performance from others, 5) practice in natural settings.
Describe the heredity versus environment issue in relation to leadership effectiveness.
People wonder which contributes more to leadership effectiveness, heredity or environment? The most sensible answer is that the traits, motives, and characteristics required for leadership effectiveness are caused by a combination of heredity and environment. Leaders are both born and made. Ex- We inherit a basic capacity that sets an out limit to how much mental horsepower we will have. Yet people need the right opportunity or environment to develop their cognitive intelligence so they can attain a leadership role. In leadership quarterly they did a study with students that showed 24% is genetic, while 76% is learned. (165 students said leadership follows a sequence of steps.1) willing/ready to learn, 2) skills (hands on), 3) express those skills.). There is also the traits approach with says leaders are born with certain traits that non leaders aren't, yet it doesn't say what traits or the fact that we use different characteristics in different situations.
SMART methods of developing goals
S(Specific), M(Measurable), Attainable(Realistic), T(Time). This method allows you to know where you are going what you want, how you'll get it and when.
Describe the three types of charismatic leaders
Socialized, personalized, and celebrity: Socialized charismatic- restrain the use of power to benefit others. Tries to bring group members values in with his/her view. Pursue goals that fulfill the need of group (less likely to work place divide). Personalized charismatic- serve primarily their own interest, exercise few restrains on the use of their power, impose self-serving goals on their group members, followers may follow the leader down an unethical path. EX- Politicians. Celebrity charismatic- overlap their public celebrity with socialized and personalized traits. Ex- A celebrity CEO taking stand on controversial issues
TCFF process of generating ideas among a group
TCFF or Texas Community Futures Forum helps narrow down a variety of topics to what the community views as the most important. This process allows everyone to voice their opinion and have a say in the issues being discussed in an organized way. Each person will go around and mark on different topics that they deem important.
Describe how the situation influences the choice of leadership objectives
The Contingency approach to leadership implies leaders are most effective when they make their behavior contingent on situational forces, including group member's characteristics and internal/external roles of the environment. Leadership involves motivating others to work collaboratively in the pursuit of a common goal. 1) organizational effectiveness is affected by situation factors not under control, 2) situations shape how leaders behave, 3) situations influence the consequences of leaders behavior, 4) The type of org. determines what leadership is best. Ex- The quality of the workforce and the competitiveness of the environment can influence behaviors the leaders emphasizes. A manager who supervised competent employees might be able to practice consensus leadership readily. And a manager who faces a competitive environment might find it easier to align people to pursue a new vision.
Victor Vroom's normative decision model
The normative decision model by Victor Vroom is a viewpoint that believes leaders must choose a style that elicits the correct degree of group participation when making decisions. the normative model identifies five decision making styles reflecting a different degree of participation by group members: 1) Decide (leaders make the decision alone and announces its), 2) Consult individually ( The leader presents the problems to group members individually before making a decision), 3) Consult group ( The leader presents problems to the group before making a decision), 4) Facilitates (The leader presents the problems and then acts as a facilitator), 5) Delegate (The leader permits the group to make decisions within prescribed limits)
Determine how to choose the most appropriate leadership style
There is no one best or most effective leadership style. Good leaders will use several different leadership styles a week dependent upon the situation at hand. Under certain circumstances you could be an autocratic leader having to make a split decision and later an entrepreneurial using your platform and position of power to help others.
Explain the key leadership dimensions of initiating structure and consideration
They were studies done at the University at Ohio State in the 1950's that identified 1800 specific examples of leadership behavior that were reduced to 150 questionnaire items on leadership functions. 85% of leadership behaviors describes were focused on two areas, consideration, and initiating structure. Based on perception. (Consideration) refers to the extent which the leader creates an environment of emotional support, warmth, and friendliness. The leader makes connections. (focus on making connections). Ex- Adam silver NBA. (Initiating Structure)extent which relationship are organized and defined by assigning tasks, specifying procedures to follow, and establishing relationship
Steps in developing a shared vision
When developing a shared vision you want to inspire others, rather than be on a mission. You want to look forward and make sure employees are envolved and share the same vision that they can incorporate. One should go about making a vision statement that provides 1) a reason for being beyond making money, 2) timeless, unchanging core values, and 3) Ambitious but achievable goals. develop.
