CH 1 - MGMT-5370-W01 - SEMINAR
Leadership Effectiveness
refers to attaining desirable outcomes such as productivity, quality, and satisfaction in a given situation.
Essential Qualities of Effective Followers
1. Self-management. The key to being a good follower is to think for oneself and to work well without close supervision. 2. Commitment. Effective followers are committed to something beyond themselves, be it a cause, product, department, organization, idea, or value. 3. Competence and focus. Effective followers build their competence and focus their efforts for maximum impact. 4. Courage. Effective followers establish themselves as independent, critical thinkers, and fight for what they believe is right.
Leader Behavior & Style
Activities the leader engages in, including characteristic approach.
ISOLATES: follower
Completely detached. Passively support the status quo. Do not care much about their leaders. Isolates need coaching.
Types of followers model as defined by Barbara Kellerman, Harvard Business School. (5)
Followers differ in their individual engagement approach to being a group member. ISOLATES BYSTANDERS PARTICIPANTS ACTIVISTS DIEHARDS
BYSTANDERS: follower
Free riders who are typically detached when it fits their self-interests. Bystanders have low internal motivation. The leader has to work hard to find the right motivators to spark the bystander into action.
Emergent Leaders
Group members who significantly influence other group members even though they have not been assigned formal authority
Leader Characteristics & Traits
Inner qualities that help the leader function effectively in many situations.
Technical Problem Solver
It is particularly important for supervisors and middle managers to help team members solve technical problems. Two activities contributing to this role are: serving as a technical expert or adviser, such as helping the group make optimum of social marketing to promote the company performing individual contributor tasks on a regular basis, such as making sale calls or repairing machinery
Figurehead
Leaders, particularly high-ranking managers, spend some part of their time engaging in ceremonial activities, or acting as a figurehead. Four specific behaviors fit the figurehead role of a leader: entertaining clients or customers as an official representative of the organization making oneself available to outsiders as a representative of the organization serving as an official representative of the organization at gatherings outside the organization escorting official visitors
CH 1 - LO: Pinpoint several important leadership roles. (10)
Leadership involves carrying out at least ten different roles. Figurehead Spokesperson Negotiator Coach and Motivator Team Builder Team Player Technical Problem Solver Entrepreneur Strategic Developer Executor
Team player.
Related to the team-builder role is that of the team player. Three behaviors of team players are: displaying appropriate personal conduct cooperating with other units in the organization displaying loyalty to superiors by fully supporting their plans and decisions
According to the Center on Leadership & Ethics at Duke University, what type of leadership can positively affect performance?
Responsible and inspirational
Participants: follower
Show enough engagement to invest some of their own time and money to make a difference. Participants are sometimes for, and sometimes against, the leader and the company. The leader has to review their work and attitudes carefully to determine whether or not the participant is being constructive. Participants have also been regarded as active followers, or those who make a major contribution to the mission of the group.
Diehard: follower
Super-engaged to the point that they are willing to go down for their own cause, or willing to oust the leader if they feel he or she is headed in the wrong direction. Can be an asset or a liability to the leader. Diehards have an even stronger tendency to be whistle-blowers than do activists. Leaders have to stay in touch with diehards to see if their energy is being pointed in the service of the organization.
Spokesperson
When a manager acts as a spokesperson, the emphasis is on answering letters or inquiries and formally reporting to individuals and groups outside the manager's direct organizational unit. As a spokesperson, the managerial leader keeps five groups of people informed about the unit's activities, plans, capabilities, and possibilities (vision): upper-level management clients or customers other important outsiders such as labor union professional colleagues Dealing with outside groups and the general public is usually the responsibility of top-level managers.
How leaders build relationships has changed somewhat in the modern era and its emphasis on interacting with people
electronically. It is common practice for leaders to give recognition and praise via e-mail or a posting on the company social media site, or a public social media site such as Facebook or Twitter.
Leadership Process
is a function of: The Leader Group Members Other Situational Variables
Theoretical analysis by Gail T. Fairhurst and Mary Uhl-Bien explains that leadership...
is not a trait or behavior of an individual, but a phenomenon generated in the interactions among people acting in a given setting. The given setting mentioned previously refers to the context of the relationship. Leadership is a relationship between the leader and the people being led.
A key force driving the new paradigm of collaborative leadership is:
the hyperconnected organizational world.
Negotiator
Part of almost any manager's job description is trying to make deals with others for needed resources. Four illustrative negotiating activities are as follows: bargaining with superiors for funds, facilities, equipment, or other forms of support bargaining with other units in the organization for the use of staff, facilities, equipment, or other forms of support bargaining with suppliers and vendors for services, schedules, and delivery times bargaining with job candidates about starting compensation and benefits
Team builder.
A key aspect of a leader's role is to build an effective team. Activities contributing to this role include: ensuring that team members are recognized for their accomplishments, such as through letters of appreciation initiating activities that contribute to group morale, such as giving parties and sponsoring sports teams holding periodic staff meetings to encourage team members to talk about their accomplishments, problems, and concerns
CH 1 - LO: Pinpoint several traits, behaviors, and attitudes of a successful follower.
A key role for followers is to collaborate with leaders in achieving organizational goals. Types of followers: -- Model as defined by Barbara Kellerman, Harvard Business School. -- Followers differ in their individual engagement approach to being a group member. Qualities of Effective Follower 1. Self-management. 2. Commitment. 3. Competence and focus. 4. Courage.
Entrepreneur.
Although not self-employed, managers who work in large organizations have some responsibility for suggesting innovative ideas or furthering the business aspects of the firm. Three entrepreneurial leadership role activities are: reading trade publications and professional journals to keep up with what is happening in the industry and profession talking with customers or others in the organization to keep aware of changing needs and requirements getting involved in situations outside the unit that could suggest ways of improving the unit's performance, such as visiting other firms, attending professional meetings or trade shows, and participating in educational programs
Coach and motivator.
An effective leader takes the time to coach and motivate team members, and sometimes to inspire large groups of people inside the organization. This role includes five specific behaviors: informally recognizing team members' achievements providing team members with feedback concerning ineffective performance ensuring that team members are informed of steps that can improve their performance implementing rewards and punishments to encourage and sustain good performance inspiring people through such means as being charismatic, creating visions, telling interesting stories, and being highly ethical
CH 1 - LO: Recognize how leadership skills are developed.
Examining the various roles of the leadership function can help you gain a better understanding of leadership and further your development in becoming a better leader. --- Conceptual information and behavioral guidelines. Conceptual information demonstrated by examples and brief descriptions of leaders in action. Experiential exercises. Feedback on skill utilization, or performance, from others. Practice in natural settings.
Executor.
In carrying out the executor role, the leader makes things happen, often helping translate plans into action. Parts of this role include: translating strategy into action, such as helping develop action plans making change happen holding people accountable to ensure that productive work is accomplished
CH 1 - LO: Explain the meaning of leadership and how it differs from management.
Leadership is the ability to inspire confidence in and support among the people who are needed to achieve organizational goals. --- Functions of management: Planning, organizing, directing (or leading), and controlling. Leadership deals with: The interpersonal aspects. Change, inspiration, motivation, and influence. The administrative aspects. Planning, organizing, and controlling. Effective leaders also manage and effective managers also lead. --- Leadership is often regarded as a partnership or collaboration between leaders and group members. A process in which an individual influences a group of individuals to achieve a common goal. The influential increment over and above mechanical compliance with directions and orders. An act that causes others to act or respond in a shared direction. The art of influencing people by persuasion or example to follow a line of action. An effort to maintain control and power over others. The principal dynamic force that motivates and coordinates the organization in the accomplishment of its objectives. The exercise of social influence between and among many sources of leadership working toward a common goal by using various mechanisms.
CH 1 - LO: Identify the major satisfactions and frustrations associated with the leadership role.
The concepts of substitutes, leader irrelevance, and complexity theory offer anti-leadership arguments. There are many sources of both satisfaction and frustration to leaders. Santisfying... Power and prestige Help others grow & develop High income Respect & status Opportunities to advance "Being in" on things Control money & other resources Frustrating... Uncompensated overtime Too many "headaches" Perform - or - perish Insufficient authority Loneliness Too many people problems Organizational politics Pursuit of conflicting goals Unethical perceptions Job fatigue and burnout
Nick Petrie - study on leadership development conclusion
The essence of shared and collaborative leadership is reflected in the comments of Nick Petrie who conducted a study on leadership development: "There is a transition occurring from the old paradigm in which leadership resided in a person or role, to a new one in which leadership is a collective process that is spread throughout networks of people."
Strategy developer
Top-level managers develop strategy, usually assisted by input from others throughout the organization. Carrying out the strategy developer role enables the manager to practice strategic leadership. The strategist role is concerned with shaping the future of the organization, or a unit within the larger organization. Specific activities involved in this role include: setting a vision and direction for the organization and providing innovative ideas to pursue helping the firm deal with the external environment helping develop organizational policies being a thought leader in the sense of the organization being widely respected for advancing a field or producing a superior product
CH 1 - LO: Describe a framework for understanding leadership.
Leadership Process is a function of: The Leader Group Members Other Situational Variables Leadership Effectiveness refers to attaining desirable outcomes such as productivity, quality, and satisfaction in a given situation. Whether or not a leader is effective depends on: -- Leader Characteristics & Traits Inner qualities that help the leader function effectively in many situations. -- Leader Behavior & Style Activities the leader engages in, including characteristic approach. -- Group Member Characteristics Attributes of the group members. -- The Internal & External Environment Elements/forces of the situation that may or may not be within the leader's control.
Leadership Substitutes
-- Factors in the work environment make the leader's role almost superfluous. Closely knit teams of highly trained individuals. When members of a cohesive, highly trained group are focused on a goal, they may require almost no leadership to accomplish their task. Intrinsic satisfaction. Employees who are engaged in work they find strongly self-motivating, or intrinsically satisfying, require a minimum of leadership. Part of the reason is that the task itself grabs the worker's attention and energy. The worker may require little leadership as long as the task is proceeding smoothly. Professional norms. Workers who incorporate strong professional norms often require a minimum of supervision and leadership. A group of certified professional accountants may not need visionary leadership to inspire them to do an honest job of auditing the books of a client or advising against tax fraud.
CH 1 - LO: Describe how leadership influences organizational performance.
Some research supports the theory leaders do affect organizational performance. --- Research and Opinion: Leadership Does Make a Difference Research shows leadership matters when: - Leader is perceived to be responsible and inspirational. - Leaders throughout the organization are involved in making decisions and these individuals are knowledgeable about the problem to be resolved. - Leaders change, company performance changes. --- Research and Opinion: Formal Leadership Does Not Make a Difference Arguments against the importance of leadership include: - Substitutes exist for leadership. -- Factors in the work environment make the leader's role almost superfluous. - Leaders can be irrelevant. -- Factors outside the leader's control have a larger impact on business outcomes than do leadership actions. - Organizational systems are complex. -- Forces outside the leader's control determine a company's fate.
