BMAL-590 Business Leadership

A study of team leadership found that transformational leadership helped the group

attain goals, leading to better performance

When there is high concern for people and high concern for production:

team management - work accomplishment is from committed people; interdependence through a "common stake" in organizational purpose leads to relationships of trust and respect

referent power:

the ability to influence others because of one's desirable traits and characteristics. If we like a leader, he or she might be able to exercise referent power.

Enthusiasm, Optimism, and Warmth:

Group members respond positively to enthusiasm and it helps build good relationships with team members. Enthusiasm often takes the form of optimism which helps keep the group in an upbeat mood and hopeful about attaining goals. Being a warm person and projecting that warmth is part of enthusiasm and contributes to leadership effectiveness in several ways, including establishing rapport with group members, projecting charisma, and providing emotional support.

expertise approach

believe that their key responsibility is selecting and disseminating throughout the organization an area of expertise that will give the firm a competitive advantage. They focus time on activities that foster the cultivation and continual improvement of this expertise. They encourage and reward employees with strong expertise that is shared across the organization.

self-discipline

mobilizing one's effort and energy to stay focused on attaining an important goal. Self-discipline plays an important role in the continuous monitoring of one's behavior to ensure that self-development occurs. After one identifies a developmental need, it is necessary to periodically review whether one is making the necessary improvements. Self-discipline is particularly necessary because the pressures of everyday activities often divert a person's attention from less urgent personal development.

Single-loop learning

occurs when learners seek feedback that might substantially confront their basic ideas or actions. The tendency is to think defensively. "That's interesting. I'll keep that in mind"

entrepreneurial leader

task-oriented and charismatic

Halpert's Dimensions of Charisma

three key impacts of charisma: expert power, referent power, and job involvement.

Assertiveness:

Letting others know where you stand contributes to leadership effectiveness, and also contributes to being or appearing extraverted. Assertiveness refers to being forthright in expressing demands, opinions, feelings, and attitudes. Being assertive helps leaders perform tasks such as confronting group members, demanding higher performances, and making legitimate demands on higher management. An assertive person is reasonably tactful rather than being aggressive.

mission:

a purpose, a reason for being

According to the presentation, a vision statement is likely to be more inspirational when it combines three elements that does not include ________

an almost-never-accept-no attitude

To use path-goal theory, the leader must first assess the relevant variables in the environment, and then select one of the following four styles that fits those contingency factors best except

democratic

The personalized charismatic leader uses power to

further his or her own interests

Humility:

Being humble at the right times also contributes to leadership effectiveness. Part of humility is admitting that you don't know everything and admitting your mistakes to team members and outsiders. A leader, upon receiving a compliment for an accomplishment, may explain that the group deserves the credit.

Lopsided Leadership

Operating on extremes; whereby leaders do not strike the right balance.

An important part of being assertive is to

express feelings and opinions forthrightly

The most effective type of humor for an organizational leader to use is directed at

himself or herself

Collins believes Level 5 leaders exhibit a "paradox" of personal humility and

professional will

experience job involvement:

the ability to get group members excited about their work

When there is low concern for people and low concern for production:

Impoverished management - exertion of minimum effort to get required work done is appropriate to sustain organization membership

Personal Growth Programs:

Leadership development through personal growth involves getting in touch with one's inner desires and fulfilling them. The tacit assumption is that leadership is almost a calling. Personal growth specialists challenge program participants to reflect on their lives and identify something they want to change that will give them more energy and improved motivation to achieve the change.

A vitally important part of being a charismatic leader is

being emotionally expressive and warm

The achievement motive refers to

finding joy in accomplishment for its own sake

To use the shadowing form of mentoring, the protégé

follows the mentor around for a stated period of time.

Keith is a lopsided leader, or "one of the troops," so he best fits the description of being too

operational and too enabling

When there is moderate concern for both people and production:

Middle-of-the-road management - adequate organizational performance is possible through balancing the necessity to get the work out while maintaining a satisfactory level of morale

To use path-goal theory, the leader must first assess the relevant variables in the environment, and then select one of the following four styles that fits those contingency factors best

Directive Achievement-oriented participative

Action Learning Programs:

In action learning, leaders and potential leaders work together in groups to solve organization problems outside of their usual sphere of influence. Much of the development relates to problem solving and creativity, yet collaborating with a new set of people from your firm can also enhance interpersonal skills.

personal (not personalized) charismatics

In contrast to office-holder charismatics gain very high esteem through the confidence others have in them. A personal charismatic exerts influence whether he or she occupies a low-status or high-status position because he or she has the right traits, characteristics, and behaviors.

the path-goal theory offers suggestions to leaders related to motivation and job satisfaction:

Increase significance/size of rewards and recognition to teams/team members for attaining goals. Make the paths to payoffs (rewards) easier. For instance, by helping a team member be selected for a high-profile project. Help group members clarify their expectations regarding how effort will lead to good performance and how performance will lead to reward. Reduce barriers to reaching goals. For example, the leader might hire a temporary worker to help a group member catch up on routine/clerical tasks. Avoid giving instructions on things that personnel can already do well. Provide structure if it is missing. When possible, ensure the reasons and context for established goals are made clear.

Fiedler's Contingency Study Findings

Task-motivated leaders perform best when they have the most control (highly favorable).--> High - Leader-member relations are good. - Task is well structured. - Leader has high position power. Relationship-motivated leaders perform best when they have moderate control (moderately favorable) ---> Moderate - Both favorable and unfavorable factors are present. Task-motivated leaders perform best when they have low control (highly unfavorable).--->Low - Leader-member relations are poor. - Task is poorly structured. - Leader has low position power.

Sense of Humor:

The effective use of humor is an important leadership trait as humor helps dissolve tension and defuse conflict. Self-effacing humor is the choice of comedians and organizational members alike.

According to Fiedler's contingency model, a leader can increase situational control by

increasing his or her position power

When there is low concern for people and high concern for production:

Authority-compliance management - efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimum degree

Knowledge of Business and Technology:

An effective leader has to be technically and/or professionally competent in the discipline(s) in which they are providing leadership. This is not the same as saying they have to be the expert. However, they must have sufficient expertise to lead the experts.

Insight into People and Situations:

Another important cognitive trait of effective leaders is insight, a depth of understanding that requires considerable intuition and common sense. A leader with keen insight is able to better understand a complex situation, sort through conflicting information and make sound decisions. Insight also facilitates the leader's ability to adapt his or her style to the situation.

expert power:

the ability to influence others because of one's specialized knowledge, skills, or abilities. An important part of Steve Jobs' charisma stems from his expert powers reflected in imagining and designing electronic devices such as the iMac and iPod.

strategic approach:

is a systematic, dispassionate, and structured analysis of a company's strengths and weaknesses and of its mission. CEOs using this approach perceive their major contribution as creating, testing, and designing the implementation of a long-term business strategy. CEOs should use the strategic approach in unstable environments in which the volume and pace of change are high.

office-holder charismatic

leader is more a 'function' of the office, or position that he/she occupies than his or her personal characteristics. Office-holder charismatics attain high status by occupying a senior/valuable position in an organization.

personalized charismatic

leader serves primarily their own interests and so exercises few restraints on their use of power. Personalized charismatics impose self-serving goals on constituents, and they offer consideration and support to group members only when it facilitates their own goals. Followers of personalized charismatics are typically obedient, submissive, and dependent. They also identify more with the leader than the leader's message.

relationship-related attitudes and behaviors of leaders have also been identified:

Aligning people Openness to worker opinions Creating inspiration and visibility Satisfying higher-level needs Giving emotional support and encouragement Promoting principles and values Being a servant leader

effective leadership

An effective leader is one who helps individuals and teams achieve mutually agreed goals in a way that nurtures growth, employee engagement and satisfaction.

Tenacity and Resilience:

Effective leaders are good at overcoming obstacles, especially those that take a long time to address. Resilience is closely associated with tenacity and refers to the ability to bounce back from setbacks.

Coaching:

Executive coaching is a form of leadership development in which leaders receive one-on-one advice and encouragement in relation to their leadership skills.

Four Kinds of Lopsided Leaders

Heroic Leader: too forceful and strategic Presidential: too strategic and too enabling Field General: too forceful and too operational One of the troops: too operational and too enabling

Internal Locus of Control:

People with an internal locus of control believe that they are the primary cause of events happening to them. A leader with an internal locus is perceived as more powerful than one with external locus because he or she assumes responsibility for their actions and for events.

Conceptual Knowledge and Awareness Programs:

These focus on learning about useful leadership concepts. The concepts are typically supplemented by experiential activities such as role-playing and cases.

Skill-Based Programs:

These types of programs focus on acquiring and/or improving specific skills and abilities. Acquiring knowledge precedes acquiring skills, but in skill-based training the emphasis is on learning how to apply knowledge. Five different methods are often used: lecture, case study, role-play, behavioral role modeling, and simulations. Since the first three methods are quite familiar, only the last two are described here. Behavioral role modeling is an extension of role playing and is based on social learning theory. You first observe a model of appropriate behavior, and then you role-play the behavior and gather feedback. Simulations give participants an opportunity to work on a problem that simulates a real organizational situation.

Leadership

a process whereby an individual influences a group of individuals to achieve a common goal

Creativity among leaders tends to be distributed

along a continuum from personal creativity to encouraging others

On-the-job experience

an obvious contributor to leadership effectiveness. Without experience, knowledge cannot readily be converted into skills. Leadership experience also helps build skills and insights that a person may not have formally studied. Many company leadership development programs focus on giving participants varied experiences.

Cognitive Factors and Leadership

knowledge of the business, creativity, insight, and farsightedness/conceptual thinking

A study of executives revealed that leaders who obtain the best results typically use

several different styles, depending on the situation

Charismatic leaders can be categorized into five types:

socialized charismatics, personalized charismatics, office-holder charismatics, personal charismatics, and divine charismatics.

The five decision-making styles:

1. Decide: the leader makes the decision alone and either announces or sells it to the group. 2. Consult (Individually): the leader presents the problem to the group members individually, gathers their suggestions, and then makes the decision. 3. Consult (Group): the leader presents the problem to group members in a meeting, gathers their suggestions, and then makes the decision. 4. Facilitate: the leader presents the problem and then acts as a facilitator, defining the problem to be solved and the boundaries in which the decision must be made. The leader wants concurrence and avoids having his or her ideas receive more weight based on position power. 5. Delegate: the leader permits the group to make the decision within prescribed limits. Although the leader does not directly intervene in the group's deliberations unless explicitly asked, he or she works behind the scenes, providing resources and encouragement.

The seven situational variables are:

1. Decision Significance: the significance of the decision to the success of the project/organization. 2. Importance of Commitment: the importance of team members' commitment to the decision. 3. Leader Expertise: the leader's knowledge or expertise in relation to the problem. 4. Likelihood of Commitment: the likelihood that the team will commit itself to a decision the leader might make on his or her own. 5. Group Support: the degree to which the team supports the organization's objectives at stake in the problem. 6. Group Expertise: team members' knowledge or expertise in relation to the problem. 7. Team Competence: the ability of the team members to work together in solving problems.

The following represent best practices when using 360-degree feedback:

1. Focus on behaviors and attitudes that the organization values most. 2. Focus on business goals and strategy. Feedback should provide leaders and managers with insight into the skills they need to help the organization meet its goals. 3. Seek a combination of qualitative and quantitative information. 4. Provide those giving and receiving feedback with guidance on how best to provide feedback / interpret feedback. 5. Ensure the information is used to create an improvement plan -one that seeks to build on existing strengths as well as mitigate weaknesses. 6. Ensure those being assessed are afforded constructive information that is geared toward personal development rather than criticism.

Challenges in the SLII model

A challenge in applying SLII is that the leader has to stay tuned to which task a group member is performing at a given time as well as situational changes. Because assignments can change rapidly and group members are often working on more than one task, the leader may have to keep shifting styles.

Passion for the Work and the People:

A dominant characteristic of effective leaders is their passion for their work and to some extent for the people who help them accomplish the work. The passion goes beyond enthusiasm and often expresses itself as an obsession for achieving company goals. Passion for the work is especially evident in entrepreneurial leaders and small-business owners who are preoccupied with growing their business. Being passionate about the nature of the business can be a major success factor in its survival. One of the ways for an entrepreneur to inject passion into a business is to tell a creation story that inspires people to understand how the company's product or cause will make the world a better place.

Four Combinations of Initiating Structure and Consideration

A leader can achieve high or low status on both dimensions. For example, an effective leader might contribute to high productivity (high initiating structure) and still place considerable emphasis on warm human relationships (high consideration). Low structure + high consideration high structure + high consideration Low structure + low consideration High structure + low consideration A meta-analysis showed that consideration is strongly related to the job satisfaction of group members, satisfaction with the leader; worker motivation, and leader effectiveness. The analysis also showed that Initiating Structure was slightly more strongly related to job performance, group performance, and organization performance. The Initiating Structure was also associated with individual satisfaction and performance.

Flexibility and Adaptability:

A leader must be flexible and adaptable enough to cope with change, especially because a leader is someone who facilitates change. Changes might include technological advances, downsizing, global outsourcing, a shifting customer base, or a changing work force. Flexibility, or adjusting to different situations, has long been recognized as an important leadership characteristic. Without the underlying trait of flexibility, a person could be an effective leader in only one or two situations.

Eight leadership attributes and behaviors are associated with successfully leading an organization or organizational unit through a crisis. They are:

Be decisive Lead with compassion Re-establish the usual work routine Avoid a circle-the-wagons mentality Display optimism Have a disaster/contingency plan Provide stable performance Act like a transformational leader

Broad Experience:

Because many aspects of leadership are situational, gaining managerial experience in different settings is advantageous. Multifunctional managerial development is an organization's intentional efforts to enhance effectiveness by providing leaders with experience in multiple organizational functions/departments. On one level this might be to simply study other functions and at another level assign a person to work in other functions. A common practice is to assign leaders to cross-functional teams to give them experience in working with other disciplines. High commitment-->low commitment - Complete mobility across functions - Temporary (six-month to two-year) assignments outside the person's "home function" - Brief, orientational rotation through functions - Exposure to other functions on task forces' project teams - Classroom education about other functions

Leadership Succession

Companies without succession plans are more vulnerable to losing intellectual capital as well as the direction, inspiration and wisdom provided by existing leaders. Succession planning is linked to leadership development in two important ways. Firstly, being groomed as a successor is part of a person's development plan, and secondly the support and monitoring of successor's development is part of a manager's own development. One area that requires special attention is selecting a successor for the chief executive. While the basic process is the same as for other positions and standard good hiring practices will apply, typically organizations pay extra attention to all aspects of the process and often engage external resources and expertise. The advantages of promoting from within include knowledge of the organization, the nature of its business, its culture, and its people. Internal promotions also provide encouragement for employees with aspirations for reaching senior positions in the company. On the other hand filling a position with an external hire can offer the advantage of more objective and fresh perspectives without the constraints of pre-existing bias or political influences. 'Outsiders' are more likely to see the need for adopting new approaches. Recent research suggests that promoting insiders with an "outside perspective" may be the best solution to the dilemma. This means the succession planning process, and the associated leadership development efforts, should nurture internal candidates who have developed an outside perspective.

When there is high concern for people and low concern for production:

Country club management - thoughtful attention to the needs of people for satisfying relationships leads to a comfortable, friendly organization atmosphere and work tempo

Attributes of Transformational Leaders

Create and promote a vision. Have a deep concern for the success of the organization andindividual. Provide highly supportive leadership. Empower and involve employees. Innovate and encourage creativity. Lead by example. Conduct themselves in ethical and consistently high standards of behavior. Demonstrate agreeableness and extraversion.

the style that fits those contingency factors:

Directive style. The leader who is directive (similar to task-motivated) emphasizes formal activities such as planning, organizing, and controlling. Supportive style. The leader who is supportive (similar to relationship-motivated) displays concern for group members' well-being and creates an emotionally supportive climate. He or she enhances morale when group members work on dissatisfying, stressful, or frustrating tasks. Participative style. The leader who is participative consults with group members to gather their suggestions, and then considers these suggestions seriously when making a decision. Achievement-oriented style. The leader who is achievement-oriented sets challenging goals, pushes for work improvement, and sets high expectations for team members, who are also expected to assume responsibility.

Drive and Achievement Motive:

Effective leaders are known for the strong effort they invest in achieving work goals. Drive refers to a propensity to put high energy into achieving goals and to a persistence in applying that energy. Achievement motivation refers to finding joy in accomplishment for its own sake. Entrepreneurs and high-level corporate managers usually have strong achievement motivation.

Authenticity:

Embedded in the trait of being trustworthy is authenticity - being genuine and honest about your personality, values, and beliefs. This personal integrity is foundational for an individual to become an authentic leader and demonstrate authenticity, i.e., be yourself rather than attempting to be a replica of someone else. The authentic leader can emphasize different values and characteristics to different people without being phony.

Attributes of Charismatic Leaders (part 2)

Energy and action orientation: Like entrepreneurs, most charismatic leaders are energetic and serve as role models for getting things done on time. Emotional expressiveness and warmth: The ability to express feelings openly as well as display nonverbal emotional expressiveness such as warm gestures. Risk taking: Enjoy risk and may feel empty in its absence. Yearn to accomplish what others have not done before. Risk taking adds to a person's charisma because others admire the courage to do so. Challenge, prod, and poke: Often push and challenge others outside of their normal way of thinking or acting. Dramatic and unique: Stems from a combination of factors, such as being energetic, promoting yourself, romanticizing risk, being emotionally expressive and having a personal brand.

Socialization Programs:

From the company standpoint, an essential type of leadership development program that emphasizes socializing as well as becoming acclimated to and accepting the company vision and values. Typically, senior executives make presentations in these programs because they serve as role models who thoroughly understand the vision and values participants are expected to embody.

Self-Confidence:

In almost every leadership setting, it is important for the leader to be realistically self-confident. A leader who is self-assured without being bombastic or overbearing instills self-confidence in team members. In addition to being self-confident, the leader must project that self-confidence to the group. Self-confidence is akin to being calm under pressure.

transformational leadership improves the performance of:

Individuals—goal achievement, engagement, retention, job satisfaction Teams—goal achievement, alignment, cooperation, coordination Business/the Organization—financial performance, reputation and brand, stakeholder satisfaction

Extraversion:

It is helpful for leaders to be outgoing in most situations. Extraversion may be an almost innate personality characteristic, yet most people can move toward becoming more extraverted by consciously attempting to be more friendly toward people including smiling and asking questions. Being extraverted contributes to leadership effectiveness, and extraverts are more likely to want to assume a leadership role and participate in group activities.

normative decision model

It is predicated on the belief that many -perhaps most- of a leader's interactions with group members involve decision-making. The normative decision model (also known as the leader-participation model) views leadership as a decision-making process in which the leader examines certain factors within the situation to determine which decision-making style will be the most effective. The leader diagnoses the situation in terms of seven variables, or contingency factors, that contribute to selecting the most appropriate of five decision-making styles. The model has two versions: one when time is critical, and one when a more important consideration is developing group members' decision-making capabilities. The principles are the same. When development of group members is the highest priority, the leader relies more on the group to make a decision.

Participative leadership has some limitations:

It often results in time-consuming meetings and the sharing and assimilation of information. Also, consensus and democratic leaders are sometimes seen as not providing sufficient direction, or being macro-managers. These issues are particularly prevalent when the approach is applied to 'all' / trivial matters which would best be handled individually by the leader. Extreme macro-management is sometimes referred to as a laissez-faire leadership style.

Courage:

Leaders need the courage to take risks and to take initiative. Courage in the present context refers to behaviors such as prudent risk taking, facing responsibility, and a willingness to put one's reputation on the line.

Emotional Intelligence:

Leadership effectiveness is impacted by how well a person manages his or her emotions and how they respond to those of others. There are four key factors: 1. self awareness helps you understand your impact on others 2. self-management is the ability to control one's emotions and act with honesty and integrity in a consistent and adaptable manner 3. social awareness includes having empathy for others and having intuition about organizational problems 4. relationship management includes the interpersonal skills of communicating clearly and convincingly, disarming conflicts, and building strong personal bonds.

Creativity:

Many effective leaders are creative in the sense that they arrive at imaginative and original solutions to complex problems. Creative ability lies on a continuum from leaders who (personally) think of innovative products and services to those that encourage others to explore imaginative, but not breakthrough, solutions to business problems.

Vroom and Jago contingency leadership model

Notice how leader behavior and style, group member characteristics, leader characteristics and traits, and the internal/external environment all influence one another, impacting effectiveness.

The following are key aspects of servant leadership:

Places service before self-interest. A servant leader is more concerned with helping others than with acquiring power, prestige, financial reward, and status. Deep commitment to listening in order to get to know the concerns, requirements, and problems of group members. The servant leader listens carefully to understand what course of action will best help group members. Inspires trust. Being trustworthy is a foundational behavior of the servant leader. He or she is scrupulously honest with others, gives up control, and focuses on the well-being of others. Focuses on what is feasible to accomplish. Even though the servant leader is idealistic, he or she recognizes that one individual cannot accomplish everything. Lends a hand. A servant leader looks for opportunities to pitch in and help even with uninteresting routine tasks. Provides emotional healing. A servant leader shows sensitivity to the personal concerns of group members.

Organizational transformation occurs as a result of the following:

Raising people's awareness: the transformational leader brings awareness to employees about organizational vision, values, priorities, and explains why these are important and how to achieve them. Commitment to greatness: the transformational leader believes in and projects the desire for excellence throughout an organization. Understand the need for change: the transformational leader helps individuals and organization at large understand the need for change both emotionally and intellectually. Resources allocation: the transformational leader ensures resources (money, time, expertise, assets) are focused on the areas that need the most change. A sense of urgency: the transformational leader inspires a critical mass of leaders throughout the organization with a high sense of urgency for change. Employees that look beyond their own interests: the transformational leader helps group members look beyond their own interests and toward the good of the group, organization, or society. Long-range perspective: the transformational leader encourages a long-term perspective.

entrepreneurial leadership style often incorporates the following behaviors:

Relentless drive for themselves and others (while still inspiring others). Strong achievement drive and sensible risk taking. High degree of enthusiasm and creativity. This, in turn, makes them persuasive. Tendency to act quickly when opportunity arises. Constantly in a hurry. Impatient. The flurry of activity rubs off on others. Visionary perspective. They see opportunities others fail to observe. Dislike of hierarchy and bureaucracy, de-emphasize rules and regulations. Preference for dealing with customers, products, & services rather than employees. Eye on the future. Thinks about new opportunities before current business.

Development Through Self-Awareness

Self-awareness helps avoid operating at the extremes in relation to the dimensions of Strategic ↔ Operational and Forceful ↔ Enabling behavior.

General Personality Traits of Effective Leaders

Self-confidence, humility, trustworthiness, sense of humor, authenticity, enthusiasm, optimism, warmth, assertiveness, and extraversion

Power Motive: \

Some leaders have a strong motivation to control. That is, to control situations, resources and people. They actively exert power, think about how to influence outcomes and the behavior of others, and care about status. There are two distinguishable types of power motive. Those with a personalized power motive mostly seek to further their own interests and enjoy dominating others. On the other hand, those with a socialized power motive use power primarily to achieve societal or organizational goals and a vision. The latter tend to be less defensive, more willing to accept expert advice, and have longer-range perspectives.

Cognitive (or Analytical) Intelligence:

Strong problem-solving ability is a fundamental characteristic for effective leaders in all fields. A meta-analysis of 151 studies found a positive relationship between intelligence and job performance of leaders in many different settings.

Selecting the Best Leadership Style

Studies have shown that leaders who obtain the best results do not rely on one style. Instead, they use several different styles such as by being autocratic in some situations and democratic in others. Another consideration is the national culture in which leadership is taking place. The organizational culture also influences which leadership style will be most effective. A friendly, collaborative culture calls for more of a consensus style of leadership. In contrast, in a 'perform-or-perish' culture, a more directive or autocratic leadership style will be more effective.

Contingency Leadership

Successful leadership varies by the circumstances, task, leader and followers Leadership effectiveness is affected by situational factors not under the leader's control. The leader may influence the situation, however some situational factors are beyond their ability to control. Situations shape how leaders behave. In fact, data suggests that situational forces are as much as three times stronger than a leader's personal characteristics in shaping his or her behavior. Situations influence the consequences of leader behavior. Specific types of leadership behavior have different outcomes in different situations.

Farsightedness and Conceptual Thinking:

To develop visions and strategies, a leader needs farsightedness, the ability to understand the long-range implications of actions and policies. Conceptual thinking refers to the ability to see the overall perspective and makes farsightedness possible. A conceptual thinker is also a systems thinker because he or she understands how the various aspects of the organization influence each other.

Challenging Experiences:

The best experiences for leadership development are those that challenge the person in a meaningful and practical way. This may include challenging situations where the person may not be successful or might make incorrect decisions in a given situation. Work associates can serve as positive or negative models. Work-related tasks give the leader an opportunity to become an effective and innovative problem solver. The tasks that do the most to foster development are those that are more complex and ambiguous than a person has faced previously. An extreme approach to developing leadership skills is to be assigned responsibility for an area in which you lack the appropriate skills or knowledge of the business. Leadership skills needed to succeed in unfamiliar situations include consultation with the right people and displaying self-confidence and perseverance.

Effectiveness is typically measured in two very different ways:

The first relates to objective data, such as sales, production, safety, quality, number of patents produced, cost-savings, market share and personnel data such as job satisfaction and turnover. The second approach is more subjective and focuses on judgments by others about a leader's effectiveness.

Trustworthiness:

The popular cliché, "Leaders must walk the talk," demonstrates a consistency between deeds (walking) and words (talking). In this context, trust is defined as a person's confidence in another individual's intentions and motives, and in the sincerity of that individual's word. Also helpful is telling the truth and conducting yourself in the way that you ask others to conduct themselves. A study found that 72 percent of employees believe their immediate managers act with honesty and integrity in their work, but only 56 percent believe that about company leadership. To build trust, make your behavior consistent with your intentions.

Attributes of Charismatic Leaders

Visionary: They offer an exciting image of where the organization is headed and how to get there. A vision is more than a forecast; it paints a picture of the future for an organization or an organizational unit. Excellent communication skills: To inspire people, the charismatic leader uses colorful language and exciting metaphors and analogies. They make extensive use of personal stories, metaphors and anecdotes. Inspire trust: Constituents believe so strongly in the integrity of charismatic leaders that they often risk their own goals, and maybe even careers, in following the leader. Instill confidence: Charismatic leaders make group members feel capable and therefore instill confidence in their abilities. Tactful: Charismatic leaders are typically tactful in social situations based partly on their ability to read other people's emotions (part of emotional intelligence).

Gender Differences in Leadership Style

Women 'score' higher on: orientation toward production and obtaining results relationship-oriented leadership skills Men 'score' higher on: strategic planning and organizational vision task-oriented leadership skills Notwithstanding the above, and because these are generalizations, it has also been shown that many male leaders are relationship oriented, and many women practice command and control (task orientation). Importantly, men and women are perceived as equal regarding overall effectiveness.

The Leadership Grid

a framework for representing the extent of a leader's concern for production (task) and people (relationships). Concern for production is rated on the grid's horizontal axis. Concern for production includes results, bottom line, performance, profits, and mission. Concern for people is rated on the vertical axis, and it includes concern for group members and coworkers. Both concerns are leadership attitudes or ways of thinking about leadership. Each of these concerns (or dimensions) is rated along a continuum of scores from 1 to 9. It is argued that a value of 9:9 ("team management") results in significantly improved performance, low absenteeism and turnover, and high morale.

socialized charismatics:

a leader who restrains the use of power in order to benefit others. This type of leader attempts to bring group members' values in line with his or her values. The socialized charismatic formulates and pursues goals that fulfill the needs of group members and provides intellectual stimulation to them. The charismatic relationship gives them an opportunity to express their important values within the framework of being a group member; Followers of socialized charismatics are autonomous, empowered, and responsible.

laissez-faire leadership style

a passive leadership style that avoids making decisions and instead allows group members to self-lead. According to Satterlee, the laissez-faire leader is sometimes known as the "delegative" or "free rein" leader due to this hands-off approach. Overall the laissez-faire style often leads to role ambiguity as well as lower productivity and fewer contributions from the team. Leadership guru Peter Northouse notes that laissez-faire leadership is negatively related to key organizational metrics such as effectiveness and satisfaction.

vision:

a picture or image of the future we seek to create. A vision is all about inspiration. To be inspirational, a vision must: 1. Convey a reason for being beyond making money. 2. Timeless and reflect unchanging core values. 3. Ambitious but achievable. A vision uplifts and attracts others. To be a visionary person, and a charismatic leader, one must look beyond the immediate future to create an image of what the organization or unit is capable of becoming.

charisma

a special quality of leaders whose purposes, powers, and determination differentiate them from others. In general use, the term charismatic means to have a charming and colorful personality. The various definitions of charisma have a unifying theme. Charisma is a positive and compelling quality of a person that makes many others want to be led by that person. However, few leaders are perceived as charismatic by all of their constituents. Charisma is based on perceptions, and hence an important element of charismatic leadership involves the characteristics and results that a leader's peers and subordinates consider to be associated with being charismatic. In other words, charisma is in the eyes of those the leader interacts with. A key dimension of charismatic leadership is that, like all leadership, it involves a relationship or interaction between the leader and the people being led. Furthermore, the people accepting the leadership must attribute charismatic qualities to the leader A truly charismatic leader will work hard to create positive visions for group members. A characteristic of charismatic leaders is that their influence extends beyond the immediate work group and beyond reporting relationships. Highly charismatic leaders influence external stakeholders and are often seen as the symbol, or the face, of the organization.

360-Degree Feedback

a systematic method of obtaining input from a representative sample of people who work for and with a given leader. Those providing input may include customers, business partners and suppliers. The feedback obtained is used: 1. To identify strengths and weaknesses in order to provide a focus for adjusting their attitudes and behaviors as well as development planning. 2. Determine the effectiveness of prior interventions and development activities. The method is sometimes also used to obtain data for performance appraisal. The feedback is communicated to the leader and interpreted with the assistance of a human resources professionals.

The general thrust of path-goal theory is to specify what the leader must do to

achieve high productivity and morale in a given situation

double-loop learning

an in-depth learning that occurs when people use feedback to confront the validity of their thinking, goal or the values implicit in the situation. It enables learning from setbacks and by interpreting the reason for a situation, the learner is more likely to do better the next time. "That's interesting feedback. It could be a wake up call that I'm working on the wrong project. I'll investigate further"

Feedback-intensive development programs:

help leaders see more clearly their patterns of behavior, the reasons for such behaviors, and the impact of these behaviors and attitudes on their effectiveness. These programs combine and balance three key elements of a developmental experience: assessment, challenge, and support. Support helps participants work through the intensity of the feedback.

Mentoring

another experience-based way to develop leadership capabilities whereby a mentor develops a protégé's abilities through tutoring, coaching, guidance, and emotional support. Mentoring others is an important leadership responsibility. A mentor is often a person's supervisor, but he or she can also be a staff professional or a coworker. Mentoring may be an informal relationship based on compatibility between two personalities; however, many firms offer formal mentoring programs in which the human resources group is often involved with setting goals, pairing mentors with protégés, and obtaining senior management's commitment to the program. A variation on the approach is to use shadowing, or directly observing the work activities of the mentor by spending time with the mentor in regular work situations. Online or virtual mentoring has gained popularity to help overcome barriers created by location and limited time. Virtual mentoring might also create better matches between the mentor and mentee. Mentors enhance the career of protégés in many ways, such as by recommending them for promotion and helping them establish valuable contacts. A survey of large companies found that 96 percent of executives credited mentoring as an important developmental method, and 75 percent said mentoring played a key role in career success. High-level leaders sometimesuse mentors as a way of obtaining useful feedback. The mentor can serve as a model of effective (or ineffective) leadership, and can coach the protégé about handling leadership situations and understanding the political aspects of the organization.

___________ leaders are considered task-oriented because they place heavy emphasis on getting tasks accomplished.

autocratic

Participative Leadership

based on management openness because the leader accepts suggestions from group members. The participative style encompasses a teamwork approach. Predominant behaviors of participative leaders include coaching team members, negotiating their demands, and collaborating with others. Often the team member who has the most relevant knowledge for the task at hand assumes a leadership role. Research indicates that poor-performing teams are often dominated by the team leader, whereas high-performing teams are characterized by shared leadership. The participative style is well suited to managing competent people who are eager to assume responsibility. Such people want to get involved in making decisions and giving feedback to management. Since most graduates from business and professional programs expect to be involved in decision making, participative leadership works well with well educated managers and professionals.

change agent approach

believe their most critical role is to create an environment of continual reinvention, even if such an emphasis on change creates short-term disturbances such as anxiety, confusion, and poorer financial results. Employees who embrace change receive the biggest rewards. The change agent approach is triggered when the CEO believes that the status quo will lead to the company's decline, such as when a software development company is not introducing new products. Often the CEO has the forethought to recognize that trouble lies ahead unless changes are made now.

Fiedler's Contingency Theory

centers on matching situations to a given leadership style as distinct from matching the style to the situation. According to Fiedler, the extent to which a leader is relationship or task-motivated is based on the extent to which a leader views coworkers as being employees with whom he or she could work well. A leader that describes coworkers in an unfavorable manner tends to be task-motivated and one that describes them favorably tends to be relationship-motivated. classifies situations as high, moderate, and low control. The more control that the leader exercises, the more favorable the situation is for him or her. The control classifications are determined by assessing the situation in relation to: 1. leader-member relations - how well the group and the leader get along 2. task structure - how clearly defined are procedures, goals, and evaluation of the job, and 3. position power - the leader's authority to hire, fire, discipline, and impact compensation of group members task-motivated leaders perform the best in situations of both high control and low control. Relationship-motivated leaders perform the best in situations of moderate control.

Level 5 leadership

coined by Jim Collins, refers to leaders who have reached the highest level of a leadership hierarchy created by Collins in his book Good to Great. The hierarchy is made of five levels, and a measure of organizational success can be realized by leaders on any of the levels. However, lasting organizational excellence is often realized by "Level 5" leadership. According to Collins: A Level 1 leader is a highly capable individual that leverages his or her talents and abilities to contribute much to the organization. At Level 2, the highly capable individual becomes a thriving team member, working well with others to accomplish team goals. The competent manager is at Level 3. This person understands how to adroitly balance efficiency and effectiveness. The Level 4 leader is an effective leader that can cast a compelling vision and rally people around the vision, inspiring commitment that leads to high levels of performance. Level 5 leadership is the highest level. It represents what Collins calls a "paradox" of personal humility and professional will. He states, "Level 5 leaders channel their ego needs away from themselves and into the larger goal of building a great company. It's not that Level 5 leaders have no ego or self-interest. Indeed, they are incredibly ambitious—but their ambition is first and foremost for the institution, not themselves."

Participative management is likely to work the best with

competent and intelligent people

Democratic leaders

confer final authority on the group. They function as collectors of group opinion and take a vote before making a decision.

Consultative leaders

confer with group members before making a decision. However, they retain the final authority to make decisions.

Participative leadership encompasses so many behaviors that it can be divided into three subtypes:

consultative, consensus, and democratic.

Cognitive resource theory

describes how a leader's intelligence and experience can influence performance when the stress level of employees is considered. Cognitive resource theory highlights how intelligence, experience, and stress can influence both leader and group performance. The theory, as developed by Fiedler and his colleagues, also explains how directive behavior relates to intelligence. The following outlines some key predictions made by cognitive resource theory. - Because experienced leaders have a variety of behaviors to fall back on, those with greater experience, but lower intelligence, are likely to have higher-performing groups under high-stress conditions. They have acquired the necessary skills and knowledge to guide a group through a difficult situation. Under low-stress conditions, leader experience is less important. - Because experience leads to habits of behavior, highly experienced leaders tend to use traditional solutions to problems even when a creative approach is necessary. Leaders with high intelligence are more valuable than experienced leaders when innovation is needed and stress levels are low. The highly intelligent leader relies on intellectual ability to analyze the problem and find an optimal solution. (Leader experience helps under high-stress conditions but is not a significant factor when stress levels are low.) - The intellectual abilities of a leader who is experiencing stress will be diverted from the task at hand. As a result, measures of leader intelligence and competence do not correlate with group performance when the leader is stressed. - Because directive leaders provide more ideas and suggestions to a group, the intellectual abilities of directive leaders will correlate more closely with group performance than will the intellectual abilities of nondirective leaders. The nondirective leader is more likely to rely on group members to be more self-reliant. - Cognitive resource theory assumes that intelligent leaders devise better work plans than less intelligent leaders, especially when the plan is complex. As a result, a leader's intellectual abilities will be more closely related to group performance in situations where the task requires the use of intellectual ability.

Situational Leadership II (SLII)

developed by Kenneth H. Blanchard and his colleagues, places emphasis on the characteristics of group members. The model explains how to match leadership style to the capabilities of group members on a given task/in a given situation. The major premise of SLII is that effective leadership is achieved through managing the relationship between a leader and a subordinate on a given task. According to SLII, effective leaders adapt their behavior to the level of commitment and competence of a particular subordinate to complete a given task. Leaders are taught to match their style to the needs of the situation. For best results on a given task, the leader is required to match his or her style to the developmental level of the group member. Enthusiastic beginners (D1) require a directing (S1) leader Disillusioned learners (D2) need a coaching (S2) leader Capable but cautious performers (D3) need a supporting (S3) style of leader; and Self-reliant achievers (D4) need a delegating (S4) style of leader. it is not unusual for a particular subordinate to be at different development levels depending on the area of responsibility or task. It is also not unusual for an employee to regress to a lower level of development in a given task area! For example, when there is a change in external factors such as customer time pressure or the introduction of a new piece of technology or equipment.

path-goal theory

developed by Robert House, specifies what a leader should do to achieve high performance, productivity and morale in a given situation. In general, the leader focuses on clarifying the path to goal achievement for an employee or team so that they receive personal benefits. As a result their job satisfaction and performance increase. Like the expectancy theory of motivation, on which this theory is based, path-goal theory is multifaceted and has several versions. the leader adopts a leadership style that takes into account the characteristics of the group members and the demands of the task. For example, in situations with a low degree of subordinate task structure, a leader may increase his/her emphasis on creating structure as subordinates would welcome it related to their somewhat ambiguous tasks. Alternatively, if the situation is already highly structured, the leader would de-emphasize their efforts in this regard as more structure will be seen as unnecessary and overly-close supervision. Two important sets of contingency factors are the type of subordinates and the tasks they perform (a key environmental factor). The type of subordinates is determined by how much control they think they have over the environment (locus of control) and by how well they think they can do the assigned task. Environmental contingency factors are those that are not within the control of group members but influence satisfaction and task accomplishment. Three broad classifications of contingency factors in the environment are (1) the group members' tasks, (2) the authority system within the organization, and (3) the composition of the work group. path-goal leaders continually assess the ever-changing environment to guide employees on the best possible path to attain their goals.

Consensus leaders

encourage group discussion about an issue and then make a decision that reflects general agreement and that group members will support. All workers who will be involved in the consequences of a decision have an opportunity to provide input.

Transactional Leadership

leadership based on an exchange process in which followers are rewarded for good performance and punished for poor performance leadership is focused on supervision and performance and the application of reward and/or punishment to motivate behavior.

Divine charismatic leaders

mystical, narcissistic, and personally magnetic 'saviors' that arise to lead people through a crisis or otherwise difficult business phas

box approach

occurs when the CEO/executive adds value by creating, communicating, and overseeing an explicit set of controls. The controls can take a variety of forms, including financial measures, rules, procedures, and values that define boundaries for the performance of all employees. The purpose of these controls is to ensure uniform and predictable experiences for employees and customers, and to lower risk. The key contingency factor favoring the box approach is a regulated environment such as banking or nuclear power plants in which there are strict controls to protect employees and customers.

The _________ charismatic leader is more a 'function' of the office, or position that he/she occupies than his or her personal characteristics

office-holder

transformational leader

one who brings about positive, major changes in an organization. Charismatic leaders may or may not be transformational. Although they inspire people, they may not bring about major organizational changes. Charisma is a key component of transformational leadership, and hence many of the characteristics of charismatic leaders also apply to transformational leaders. Transformational leaders focus on accomplishments while still paying attention to their personal characteristics and his or her relationship with group members. Leaders often encounter the need to address severe organizational issues or even crisis. Or they may need to transform organizations from unacceptable to acceptable or high performance. To do so they often need to change organizational culture or subculture.

Task-Related Personality Traits of Effective Leaders

passion, flexibility and adaptability, emotional intelligence, internal locus of control, and courage

Servant leadership

popularized by Robert Greenleaf, refers to leaders who have a natural commitment to service. That is, serving employees, customers, and the community. Such leaders have a deep desire to help others. Servant leadership results in employees becoming wiser, healthier, and more autonomous.

Education

refers to acquiring knowledge without limiting it to its immediate application. Formal education is positively correlated with achieving managerial and leadership positions and with the level of leadership position attained. The correlation between education level and leadership status, however, may not reflect causation.

Initiating structure

refers to the leader organizing and defining relationships in the group by engaging in such activities as assigning specific tasks, specifying procedures to be followed, scheduling work, and clarifying expectations for team members. For example, a team leader who helped group members establish realistic goals would be engaged in initiating structure. Other concepts that refer to the same idea include production emphasis, task orientation, and task motivation. Leaders who score high on this dimension define the relationship between themselves and their staff members as well as the role that they expect each staff member to assume. Such leaders also endeavor to establish well-defined channels of communication and ways of getting the job done.

Autocratic leaders

retain most of the authority. They make decisions confidently, assume that group members will comply, and are not overly concerned with group members' attitudes toward a decision. Autocratic leaders are considered task-oriented because they place heavy emphasis on getting tasks accomplished. Typical autocratic behaviors include telling people what to do, asserting themselves, and serving as a model for team members.

Developing a pool of leadership successors combines evaluating potential with giving high-potential candidates the

right type of developmental experiences

Two major components of leadership self-development:

self-awareness and self-discipline. An important mechanism underlying self-development is self-awareness—insightfully processing feedback about oneself to improve personal effectiveness. Self-awareness occurs at two levels: single-loop learning and double-loop learning.

Participative leaders

share decision making with group members. Sharing decision-making with group members and working with them side-by-side has become the generally accepted leadership approach in the modern organization

human assets approach

the CEO focuses on hiring, retention, and development programs. They see their most important job as imparting selected values, behaviors, and attitudes by managing the growth and development of individuals. The human assets approach is most frequently used when a company has widely distributed operations where managers in the business units are better equipped than those in the corporate group to formulate strategy. Consistency in running the geographically remote businesses is achieved by attention to hiring key people and imparting corporate values to employees worldwide.

Task-related

the behavior, attitude, or skill focuses more on the task to be performed than on the interpersonal aspect of leadership. Many task-related attitudes and behaviors of effective leaders have been identified: Adaptability to the situation Direction setting High performance standards Concentrating on strengths of group members Risk taking and execution of plans Hands-on guidance and feedback Ability to ask tough questions

Consideration

the degree to which the leader creates an environment of emotional support, warmth, friendliness, and trust. The leader creates this environment by being friendly and approachable, looking out for the personal welfare of the group, keeping the group abreast of new developments, and doing small favors for the group. Leaders who score high on the consideration factor typically are friendly and trustful, earn respect, and have a warm relationship with team members. Leaders with low scores on the consideration factor typically are authoritarian and impersonal in their relationships with group members.

Leadership style

the relatively consistent pattern of behavior that characterizes a leader. The study of leadership style is an extension of understanding leadership behaviors and attitudes. Most classifications of leadership style are based on the dimensions of consideration and initiating structure. Many ways of characterizing styles have been developed. We will not attempt an exhaustive coverage but instead focus on some of the most popular approaches.

leadership development programs

typically focus on topics such as personal growth, leadership style, strategy formulation, influence, motivation, persuasive communication, and diversity management. Leadership development has become a high priority for many business and government organizations. Without a pipeline of effective current and future leaders, an organization will lose its competitive edge. The following outlines seven types of leadership development programs.