Ch 15 Leadership

Contingency model

-Although leaders may be able to change their behaviors toward individual subordinates, leaders also have dominant behavioral tendencies. -The contingency model suggests that leader effectiveness is primarily determined by selecting the right kind of leader for a certain situation or changing the situation to fit the particular leader's style. -To understand the contingency theory, one must look first at the critical characteristics of the leader and then at the critical aspects of the situation.

Kaplan and Norton's Theory of Change

-Cross Functions: organizations must operate with integrated business processes that cut across traditional business functions. -Links to Customers and Suppliers: information technology enables organizations to integrate supply, production and delivery processes resulting in improvements in cost, quality, and response time. -Customer Segmentation: companies must learn to offer customized products and services to diverse customer segments. -Global Scale: companies today compete against the best companies throughout the entire world. -Innovation: as product life cycles continue to shrink, companies must be masters at anticipating customers' future needs, innovating new products and services, and rapidly deploying new technologies into efficient delivery processes. -Knowledge Workers: all employees must contribute value by what they know and by the information they can provide.

Informal organization

-Leaders can change culture by attending to or ignoring particular issues, problems, or projects. -Leaders can modify culture -Through their reactions to crisis -By rewarding new or different kinds of behavior -By eliminating previous punishments or negative consequences for certain behaviors.

Goal Setting

According to Locke and Latham, goals are the most powerful determinants of task behaviors. According to their research, successful goals have the following characteristics: -Goals that were both specific and difficult resulted in consistently higher effort and performance when contrasted to "do your best" goals. -Goal commitment is critical -Followers exerted the greatest effort when goals were accompanied by feedback

Coaching

According to Peterson and Hicks: Coaching is the "process of equipping people with the tools, knowledge, and opportunities they need to develop themselves and become more successful." Good coaches: Orchestrate rather than dictate development. Help followers clarify career goals. Identify and prioritize development needs Create and stick to development plans Create environments that support learning and coaching

The Rational Approach to Organizational Change

C = D x M x P > R D = Dissatisfaction M = Model P = Process R = Resistance C = Amount of change -The D x M x P is a multiplicative function. -The model maintains that organizational change is a very systematic process and large-scale changes can take months if not years to implement.

Task autonomy

Degree to which a job provides an individual with some control over what and how he does it.

Task feedback

Degree to which a person accomplishing a task receives information about performance from performing the task itself.

Task interdependence

Degree to which tasks require coordination and synchronization for work groups or teams to accomplish a desired goals.

Task structure

Degree to which there are known procedures for accomplishing the task and rules governing how one goes about it.

Negotiating

Fisher and Ury offer the following tips for negotiating: -Prepare for the Negotiation - considerable time should be spent in preparation for the negotiation. -Separate the People from the Problem - negotiations involve substantive issues and relationships -Focus on Interests, Not Positions - it is important to focus both on your counterpart's interests (not position) and on your own interests (not position).

Goal setting

For goals to be achievable, they should have the following characteristics: Specific Observable Attainable Challenging Based on top-to-bottom commitment Designed to provide feedback to personnel about their progress toward them.

Model (M)

Four components include: Environmental scanning Vision Setting new goals to support the vision Identifying needed system changes Systems thinking approach Siloed thinking

Group Roles

Group roles: Sets of expected behaviors associated with particular jobs or positions. Task role Relationship role Types of role problems: Dysfunctional roles Role conflict Intrasender role conflict Intersender role conflict Interrole conflict Person-role conflict Role ambiguity

Herzberg's two-factor theory

Herzberg's research did not assume that the things that dissatisfied people were always the opposite of what satisfied them. He categorized factors at work into two categories: -The factors that led to satisfaction at work were labeled motivators, -The factors that led to dissatisfaction at work were labeled hygiene factors.

importance of delegating

It frees time for other activities It develops followers It strengthens the organization

Group size

Leader emergence is partly a function of group size. As groups become larger, cliques are more likely to develop. Group size can affect a leader's behavioral style. Span of control Group size affects group effectiveness.

Root causes of managerial derailment and incompetence

Leader: Lack of self awareness Lack of situational awareness Lack of intelligence Lack of technical expertise Lack of team know-how Poor fellowship Dark-side personality traits Follower: Disgruntled employees criticizers slackers brown-nosers Disruptive coworker cliques Situation: Competitive threats globalization government regulations natural disasters wars mergers bankruptcies re-organizations

creating a compelling vision

Leaders often struggle with giving a compelling description of how they add value and may have difficulty getting anyone excited to become part of their team. A leader's vision should address these issues and should have a pervasive effect on followers and the team. The vision should be a short, concise, personal statement that answers several questions.

Multiple influence model

Microvariables Macrovariables

Formal org-structure

Organizational structure: The way an organization's activities are coordinated and controlled, and represents another level of the situation in which leaders and followers must operate. Organization structure can be thought of in three terms: Complexity: Horizontal complexity Vertical complexity Spatial complexity Formalization: Degree of standardization. Centralization: Diffusion of decision making.

Group developmental stages

Stages of groups development: Forming Storming Norming Performing These stages are important because: People are in many more leaderless groups than they may realize. The potential relationships between leadership behaviors and group cohesiveness and productivity. Punctuated equilibrium: Related to project teams.

Ginnett's Team Effectiveness Leadership Model

Stages of the Team Effectiveness Leadership Model (TLM): Input Process Process measures Group dynamics Output This model is a mechanism to: -Identify what a team needs to be effective, -Point the leader either toward roadblocks or toward ways to make the team even more effective than it already is. A team should be built like a house or automobile: Start with a concept Create a design Engineer it to do what you want it to do Manufacture it to meet those specifications The three critical functions for team leadership: Dream Design Development Team Leadership Model: Team effectiveness can be best understood in terms of inputs, processes, and outcomes. By identifying certain process problems in teams, leaders can use the model to diagnose appropriate leverage points for action.

Formal organization

Studying the formal organization involves the disciplines of management, organizational behavior, and organizational theory and can have a profound impact on leadership. -Level of authority: hierarchical level in an organization. -Organizational structure: the way an organization's activities are coordinated and controlled.

Rocket Model

The Rocket Model is a prescriptive model of team building: It tells leaders what steps to take and when to take them when building new teams The Rocket model is also a diagnostic model of team building: Helps in understanding where existing teams are weak and what needs to be done to get them back on track.

Components of Rocket Model

The Rocket Model is comprised of the following components: The Mission Talent Norms Buy-In Power Morale Results

providing constructive feedback

The development of good feedback skills is related to developing good communication, listening, and assertiveness skills. To give good feedback, the provider must: Be clear on purpose of feedback Choose appropriate context and medium Send proper nonverbal signals Try to detect emotional signals from recipient Be assertive in providing it

Group cohesion

The glue that keeps a group together. Highly cohesive groups interact with and influence each other more than do less cohesive groups. Greater cohesiveness does not always lead to higher performance. Highly cohesive groups may have lower absenteeism and lower turnover. Highly cohesive groups may sometimes develop goals contrary to the larger organization's goals.

Effective delegation

The six principles of effective delegation: Decide what to delegate Decide who to delegate to Make assignments clear and specific Assign objectives, not procedures Allow for autonomy while monitoring performance Give credit, but don't blame

Improving feedback skills

To improve feedback skills, leaders should work to ensure that when they give feedback, they are: Giving feedback that is helpful Being direct Being specific Being descriptive Being timely Being flexible Giving both positive and negative feedback Avoiding blame and embarrassment

Groups

Two or more persons interacting with one another in a manner that each person influences and is influenced by each other person. This definition incorporates the concept of reciprocal influence between leaders and followers. Group members interact and influence each other. The definition does not constrain individuals to only one group.

Common characteristics of charismatic and transformational leaders

Vision: Common perceptual framework. Rhetorical Skills: Heighten followers' emotional levels and inspire them to embrace the vision. Image and trust building Personalized leadership: These leaders share strong, personal bonds with followers, even when the leader occupies a formal organizational role.

Sources of conflict

When team members: -Have strong differences in values, beliefs, or goals -Have high levels of task or lateral interdependence -Are competing for scarce resources or rewards -Are under high levels of stress -Face uncertain or incompatible demands Breakdowns in communication. Leaders acting inconsistently with their goals and vision they articulated for the organization

Leader's vision

Where is the team going, and how will it get there? How does the team win, and how does it contribute to the broader organization's success? How does the speaker define leadership? What gets the speaker excited about being a leader? What are the speaker's key values?

Managerial incompetence

a person's inability to build teams or get results through others.

Organizational culture (informal org)

a system of shared backgrounds, norms, values, or beliefs among members of an organization.

spatial complexity

describes the geographical dispersion of an organization's members.

Maslow's Needs Hierarchy

-Needs are internal states of tension or arousal, or uncomfortable states of deficiency. -When these needs are not being met, people engage in and persist with certain behaviors to satisfy them.

concluding thoughts of the normative decision model

-One could argue that questions could or should be placed in another part of the model. -There are no questions about the leader's personality, motivations, values, or attitudes. -The Leader-Follower-Situation framework organizes concepts in a familiar conceptual structure. -No evidence to show that leaders using the model are more effective overall than leaders not using the model. The model also: -Views decision making as taking place at a single point in time. -Assumes that leaders are equally skilled at using all five decision procedures. -Assumes that some of the prescriptions of the model may not be the best for the given situation.

Process (P)

-The change initiative becomes tangible and actionable because it consists of the development and execution of the change plan. -Change will only occur when the action steps outlined in the plan are actually carried out. -The best way to get followers committed to a change plan is to have them create it. -Leaders who address shifts in styles and inappropriate behaviors in a swift and consistent manner are more likely to succeed with their change initiatives.

Normative decision model

-The level of input subordinates have in decision-making can, and does vary substantially depending on the issue. Vroom and Yetton maintained that leaders could often improve group performance by using an optimal amount of participation in the decision-making process. -The normative decision model is directed solely at determining how much input subordinates should have in the decision-making process.

Path-goal theory

-The underlying mechanism of the path-goal theory deals with expectancy, a cognitive approach to understanding motivation where people calculate: -Effort-to-performance probabilities -Performance-to-outcome probabilities -Assigned valences or values to outcome -Path-goal theory uses the same basic assumptions as expectancy theory.

Bass's Theory of Transformational and Transactional Leadership

-Transformational leaders: More successful due to followers' heightened emotional levels and willingness to work toward. -Transactional leaders: Believed to motivate followers by setting goals and promising rewards for desired performance. -Transformational and transactional leadership consists of two independent leadership dimensions. Multifactor Leadership Questionnaire: -Assesses extent of transformational or transactional leadership and extent of followers' satisfaction with and belief in effectiveness of their leader.

Coaching process

1. Forging a Partnership 2. Inspiring Commitment: Conducting a GAPS Analysis 3. Growing Skills: Creating Development and Coaching Plans 4. Promoting Persistence: Helping Followers Stick to Their Plans 5. Transferring Skills: Creating a Learning Environment

Role Theory

A leader's behavior depends on a leader's perceptions of several critical aspects of the situation: -Rules and regulations governing the job. -Role expectations of subordinates, peers, and superiors. -Nature of the task. -Feedback about subordinates' performance.

Managerial derailment

describes the common reasons why people in positions of authority have difficulties building teams or getting results through others. Research in the area of managerial derailment identified five derailment patterns: -Failure to meet business objectives -An inability to build and lead a team -An inability to build relationships with coworkers -Inability to adapt to new bosses, businesses, cultures, or structures -Inadequate preparation for promotion.

Delegating

gives the responsibility for decisions to those individuals most likely to be affected by or to implement the decision. It is more concerned with autonomy, responsibility, and follower development than with participation. Research shows that businesses are more frequently high-performing when leaders delegate authority.

Results-only managers

good at achieving results, but tend to treat followers so poorly that results tend to be short-lived.

Competent managers

good at building teams and getting results through others.

The GLOBE study

is the most comprehensive research study ever attempted. It finds its roots in the work of Hofstede. The GLOBE model posits that relatively distinctive implicit theories of leadership characterize different societal cultures from each other as well as organizational cultures within those societal cultures. The GLOBE researchers called these implicit theories of leadership Culturally Endorsed Implicit Theories of Leadership (CLT).

Universally negative leadership attributes

loner Asocial non-cooperative irritable non-explicit egocentric ruthless dictatorial

In-name-only managers

may not be complete failures at building teams and getting results, but they could be a lot better at both.

Organizational climate (informal org)

organizational members' subjective reactions to the organization. Partly a function of organizational culture.

Cheerleaders

people in positions of authority who are people centered and make a point of getting along with everyone

Situational awareness

refers to a pilot's ability to be cognizant of and accurately assess risks before, during, and after a flight

Self-awareness

refers to being aware of their own strengths and shortcomings. Leaders often find ways to either manage or staff around their personal knowledge and skill gaps.

Organizational fit

the degree of agreement between personal and organizational values and beliefs

formalization

the degree of standardization within an organization.

centralization

the diffusion of decision making throughout an organization

horizontal complexity

the number of "boxes" at any particular organizational level in an organizational chart.

vertical complexity

the number of hierarchical levels appearing on an organizational chart.

societal culture

those learned behaviors characterizing the total way of life of members within any given society..

Universally positive leadership attributes

trustworthy just honest foresighted plans ahead encouraging informed excellence oriented positive dynamic motive arouser confidence builder motivational dependable coordinator intelligent decisive effective bargainer

Normative decision model-levels of participation

was designed to improve some aspects of leadership effectiveness. Vroom and Yetton explored how various leader, follower, and situational factors affect the degree of subordinates' participation in the decision-making process and, in turn, group performance. A continuum of decision-making processes ranging from completely autocratic to completely democratic was discovered.

Pygmalion Effect

when leaders articulate high expectations for followers, these expectations alone will lead to higher-performing followers and teams.

Golem Effect

when leaders have little faith in their followers' ability to accomplish a goal, followers and teams will often lead to lower performance.