COM 461 - Chapter 1
Essential qualities of effective followers
1. Self-management 2. Commitment 3. Competence and Focus 4. Courage
Robert Kelley
70-90 percent of all work in organizations is performed by people in follower roles
Leadership roles
Figurehead, spokesperson, negotiator, coach and motivator, team builder, team player, technical problem solver, entrepreneur, strategic planner, executor
John O'Leary
General finding was that leaders and managers tend to have a different focus on the same set of activities
Leadership key variables
Leader characteristics and traits, behavior and style, group member characteristics, and the internal and external environment
Standard conceptualization of the functions of management:
Planning, organizing, directing (or leading), and controlling
Given setting
Refers to the context of the relationship
Group Member Characteristics
attributes of the group members that could have a bearing how effective the leadership attempt will be
Effective leaders also manage, and effective managers also
lead
Steve Jobs emphasized that leaders should not
let communication technology block them from interacting face-to-face with work associates
Change needs to come about from leaders at
lower levels, rather than relying exclusively on leadership from the top
Instead of asking if leaders make a difference, we should be asking
under what conditions leaders make a difference
Leadership may shift, depending on
whose expertise is the most relevant at the moment
effective leadership means
widespread collaboration in obtaining ideas, rather than the heroic leader doing all the innovating
Social actions between and among people enable them to
work together in meaningful ways to produce leadership outcomes
Nick Petrie
"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."
Statistical analyses suggest that the leader might be responsible for somewhere between
15 percent and 45 percent of a firm's performance.
CEOs influence
15 percent of the total variance (influencing factors) in a company's profitability or total return to shareholders
Satisfaction of Leaders
A feeling of power and prestige A chance to help others grow and develop High Income Respect and status Good opportunities for advancement A feeling of being in on things An opportunity to control money and other resources
Several other representative definitions of leadership:
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 including the leader's traits, behaviors, and emotion
Substitutes for Leadership Factors
Closely knit teams of highly trained individuals Intrinsic satisfaction Professional norms
Skill development in Leadership
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
Integrative process model of leadership provides two implications
Context influences leadership at any given moment Leadership is a process with interpersonal and interpersonal mechanisms (or modes of transmission).
substitutes for leadership
Factors in the work environment that provide guidance and incentives to perform, making the leader's role almost superfluous
Emergent leaders
Group members who significantly influence other group members even though they have not been assigned formal authority
Henry Mintzberg
Identified ten roles that can be classified as part of the leadership function of management
Petros G. Malakyan
In reality, one cannot claim that he or she is a leader or a follower at all times and in all circumstances
J. Richard Hackman and Ruth Wageman
Leaders are also followers, and followers also exhibit leadership
Francis Yammarino and Fred Danjsereau
Leadership involves a movement from one level (person level) to a higher level (leader-follower group level)
Gail Fairhurst and Mary Uhl-Bien
Leadership is not a trait or behavior of an individual but rather a phenomenon generated in the interactions among people acting in a given setting
Dissatisfaction and Frustrations of Leaders
Too much uncompensated overtime Too many headaches Facing a perform or perish mentality Not enough authority to carry out responsibility Loneliness Too many problems involving people Too much organizational politics The pursuit of conflicting goals Being perceived as unethical, especially if you are a corporate executive Job fatigue and burnout as a result of the preceding nin problems
Can leadership actions affect performance?
Yes, only if the leader is perceived to be responsible and inspirational
Leadership activities had a 66 percent probability of
achieving a positive outcome
A key role for followers is to collaborate with leaders in
achieving organizational goals, as reflected in the emphasis on collaborative leadership
Leadership deals with interpersonal aspects of a manager's job, whereas planning, organizing, and controlling deal with the
administrative aspects
Leadership effectiveness
attaining desirable outcomes such as productivity, quality, and satisfaction in a given situation
Instead of centralizing leadership in the hands of a few,
authority and power are shared, and people lead themselves
Effective leaders have to be good managers themselves or
be supported by effective managers
You can exert some leadership by
being an influential coworker
Leadership deals with
change, inspiration, motivation, and influence
The new leader and the led are
close allies
Good results are attained by
developing teamwork and formulating the right strategy
Leaders delegate as an approach to
empowerment
Contributors include
engaging employees in the company's vision inspiring employees to elevate their goals employees have a sense of responsibility for the entire organization
Followers are the people who
get things done and that the bright ideas of leaders would go nowhere without the doers
It is common practice for leaders to
give recognition and praise via email or a posting on the company social media site, or a public social media site such as Facebook or Twitter
To be an effective leader, one needs
good followers
Great leaders are made by
great groups
face-to-face encounters
help develop relationships
A key force driving collaborative leadership is the
hyperconnected organizational world fostered by e-mail and social media, along with globalization
Managers delegate largely as a method of
increasing efficiency
Internal and external environment
influences leadership effectiveness
Types of followers
isolates, bystanders, participants, activists, diehards
When high level leaders do not make all of the decisions but solicit input from knowledgeable group members,
leaders and followers work together more closely
Leader Constraint Theory
leaders are constrained in what they can do but still have plenty of room to influence others
Every organizational member needs to contribute energy and talent to help
leaders carry out their roles successfully
For Improved business results to come about, it will be because
managers below the C-Suite take the initiative and risks to drive the company in a different direction.
Leadership is needed at all levels in an organization and can be practiced to some extent by a
person not assigned to a formal leadership position
Leading is a major part of a manager's job; yet a manager must also
plan, organize, and control
Leader behavior and style
refers to the activities engaged in by the leader, including characteristics approach, that relate to his or her effectiveness
Leader Characteristics
refers to the inner qualities, such as self-confidence and problem-solving ability that help a leader function effectively in many situations.
A team member who is influential based on personal attributes and behaviors will often be
regarded as a leader by peers
You can rise to leadership when people come to
respect your opinion and personal characteristics and are thus influenced by you.
Leaders focus more on people, and managers focus more on
results
Many leadership theorists and managers agree that the leadership role within a team is
seldom the responsibility of one person
Creativity comes from
spontaneous meetings, from random discussions
The leader is an inspirational figure, and the manager is a
stodgy bureaucrat mired in the status quo
Culture of Openness was a driver of
success
Training in followership often focuses on how to
take responsibility for shared goals, being a self-starter, and providing constructive feedback to leaders when they make mistakes
The preferred term for a person who reports to a leader or manager is
team member, group member, or associate
Leadership
the ability to inspire confidence and support among the people who are needed to achieve organizational goals
High-power and authority context
the communication is likely to be both task based and relationship oriented
Common characteristic of these leaders is
their ability to inspire and stimulate others to achieve worthwhile goals.