Chapters 12-14

Intelligence as a Leadership Trait

-People who have high mental abilities are more likely to be viewed as leaders in their environment. -IQ is only a modest predictor of leadership, and too much can be less desirable. -EQ is desirable bc leaders need to be able to control their emotions, understand other's emotions, and have decent social skills

How to Unfreeze Prior to Change

1. Create a vision for change 2. Communicate plan for change 3. Develop sense of urgency 4. Build a coalition 5. Provide support 6. Allow employees to participate

Unfreeze

Making sure that organizational members are ready for and receptive to change, is the first step in Lewin's suggested change model. The assumption is that change will encounter resistance.

High-quality LMX (Leader-Member Exchange) relationships

A high-quality, trust-based relationship between a leader and a follower. In these relationships, the leader and the member are each ready to go above and beyond their job descriptions to promote the other's ability to succeed.

Servant leadership

A leadership approach that defines the leader's role as serving the needs of others. the primary mission of the leader is to develop employees and help them reach their goals. Its explicit focus on ethics, community development, and self-sacrifice are distinct characteristics of this leadership style

Low-quality LMX (Leader-Member Exchange) relationships

A situation in which the leader and the employee have lower levels of trust, liking, and respect toward each other These relationships do not have to involve actively disliking each other, but the leader and member do not go beyond their formal job descriptions in their exchanges

Theory X

A theory of human nature which assumes that employees are lazy, do not enjoy working, and will avoid expending energy on work whenever possible.

Theory Y

A theory of human nature which assumes that employees are not lazy, can enjoy work, and will put effort into furthering organizational goals.

Four key tools of transformational leadership

Charisma, Inspirational motivation, Intellectual stimulation, Individualized consideration

Lewin's Three-Stage Process of Change

Emphasizes the importance of preparation or unfreezing before change, and reinforcement of change afterward or refreezing

Change

Executing the planned changes, is the second phase of Lewin's change model

Active management by exception

Leaving employees alone but at the same time proactively predicting potential problems and preventing them from occurring.

Passive management by exception

Leaving employees alone but then coming to the rescue if anything goes wrong.

Extraversion as a Leadership Trait

People possessing this are both dominant and sociable in their environment, so they often emerge as leaders in a wide variety of situations Out of all personality traits, this one has the strongest relation-ship with both leader emergence and leader effectiveness.

Integrity as a Leadership Trait

People who are effective as leaders tend to have amoral compass and demonstrate honesty and this trait.

Conscientiousness as a Leadership Trait

People who are organized, take initiative, and demonstrate persistence in their endeavors are more likely to emerge as leaders and be effective in that role. The average level of this trait among a firm's top management team is related to organizational performance over time

Boundary Spanners

People who connect one network to another within the company or even across organizations.

Information Power

Power that comes from access to specific information. similar to expert power but differs in its source.

Expert Power

Power that comes from knowledge and skill. Examples include long-time employees, such as a steelworker who knows the temperature combinations and length of time to get the best yields.

Legitimate Power

Power that comes from one's organizational role or position. For example, a manager can assign projects, a police officer can arrest a citizen, and a teacher assigns grades.

Referent Power

Power that stems from the personal characteristics of the person such as the degree to which we like, respect, and want to be like them. Often called charisma

How to Refreeze After Change Is Made

Publicize success, build on prior change, reward change adoption, make change part of culture

Contingent rewards

Rewarding employees for their accomplishments.

Reward Power

The ability to grant a reward, such as an increase in pay, a perk, or an attractive job assignment. Anyone can wield it with things like praise.... tends to accompany legitimate power and is highest when the reward is scarce.

Power

The ability to influence the behavior of others to get what you want.

Coercive Power

The ability to take something away or punish someone for noncompliance. often works through fear, and it forces people to do something that ordinarily they would not choose to do.

Trust

The belief that the other party will show integrity, fairness, and predictability in one's actions toward the other

Self-Esteem as a Leadership Trait

The degree to which a person is at peace with oneself and has an overall positive assessment of one's self-worth and capabilities seem to be relevant to whether someone is viewed as a leader. Those with this trait support subordinates more and punish more effectively. Supports general physical characteristics of leaders.

Refreeze

The final stage of Lewin's change model, involves ensuring that change becomes permanent and the new habits, rules, or procedures become the norm.

Openness as a Leadership Trait

Those who demonstrate originality, creativity, and are open to trying new things—tend to emerge as leaders and also be quite effective

Transactional leadership

Those who ensure that employees demonstrate the right behaviors and provide resources in exchange. These leaders provide contingent rewards and manage by exception

Transformational leadership

Those who lead employees by aligning employee goals with the leader's goals. These leaders use their charisma, inspirational motivation, intellectual stimulation, and individualized consideration to influence their followers

Laissez-faire decision making

What occurs when leaders leave employees alone to make the decision. The leader provides minimum guidance and involvement in the decision

Autocratic decision making

What occurs when leaders make the decision alone without necessarily involving employees in the decision-making process.

Intellectual stimulation

When leaders challenge organizational norms and status quo, and encourage employees to think creatively and work harder.

Inspirational Motivation

When leaders come up with a vision that is inspiring to others.

Individualized consideration

When leaders show personal care and concern for the well-being of their followers

How to Execute Change

continue to provide support, create small wins, eliminate obstacles

Charisma

refers to behaviors leaders demonstrate that create confidence in, commitment to, and admiration for the leader. These individuals have a "magnetic" personality that is appealing to followers.

Kakushin

revolutionary change, as needed