Leaders and Leadership
Self-efficacy
- Confidence that you will be successful on a particular task or challenge - Improves work performance by 28% - Visualize success
Subordinates of transformational manager
- have increased awareness of the importance of their jobs and high performance -are aware of their own needs for growth, development and accomplishment work for the good of the organization and not just their own personal benefit
Leadership styles across cultures- different in every country
- individual or group - people oriented or performance
Effective mangers
-empowering subordinates often developing their ability to make good decisions as well as being their guide, coach, and source of inspiration. - it is part of servant leadership style.
4 types of leadership behaviors that motivate subordinates
1. Directive behavior 2. Supportive behavior 3. Participative behavior 4. Achievement oriented behaviors
The behavior Model
1. consideration leaders engage in consideration when they show their subordinates that they trust, respect, and care about them. 2. Initiating Structure leaders engage in initiating structure when they take steps to make sure that work gets done, subordinates perform their jobs acceptably, and the organization is efficient and effective. ex: -assigning tasks to individuals or work group -letting subordinates know what is expected of them -deciding how work should be done -making schedule -encouraging adherence to rules and regulations -motivating subordinates to do good job
Empowerment can contribute to effective leadership for several reasons.
1. it increases a manager's ability to get things done because manager have the support and help of subordinates who may have special knowledge of work tasks. 2. it increases workers' involvement, motivation, and commitment. this helps ensure that they are working toward organizational goals. 3. it gives managers more time to concentrate on their pressing concerns because they spend less time on day to day supervision. 4. allow quick decision to be made at all level. 5. with downsizng- empowerment is necessary
Servant leader
A leader who has a strong desire to serve and work for the benefit of others. - Share power with followers and strive to ensure that followers' most important needs are met, they are able to develop as individuals, and their well-being is enhanced, and that attention is paid to those who are least well-off being is enhanced, and that attention is paid to those who are least well-off in a society.
Golem Effect
A negative instance of the self-fulfilling prophecy, in which people holding low expectations of another tend to lower that individual's performance.
Pygmalion Effect
A positive instance of the self-fulfilling prophecy, in which people holding high expectations of another tend to improve that individual's performance.
Combining Leader Style and the Situation
According to Fiedler, managers must be placed in leadership situations that fit their style or the situation must need to be changed to suit the manager's style, if he or she is to be effective. a. Relationship oriented leaders are best for uncertain or ambiguous situations. b. task-oriented leaders are most effective in very favorable or very unfavorable situations.
Developmental Consideration
Behavior a leader engages in to support and encourage followers and help them develop and grow on the job. -not only perform consideration behavior -giving opportunities to enhance their skills and capabilities and to grow and excel on the job.
Formal
Coercive - One reacts to this power out of fear of the negative results that might occur if one failed to comply
Intelligence
Cognitive Intelligence: Traditional measures of the ability to integrate and interpret information. *predict leadership success Emotional Intelligence: The ability to be sensitive to one's own and others' emotions. *predict leadership success *leaders moods and emotions influence the moods and emotions of followers through emotional contagion. Cultural Intelligence: Awareness of cultural differences between people.
Beliefs about self-efficacy develop through
Direct Experience: Feedback from performing similar tasks in the past. Vicarious Experience: Observations of others' performance on these tasks.
Personal
Expert - influence wielded as a result of expertise, special skill, or knowledge
Situational Characteristics
Fielder identified three situational characteristics that are important determinants of how favorable a situation is for leading. According to Fielder, if a situation is favorable for leading, it is relatively easy for a manager to influence subordinates so that they perform at a high level. In a situation that is unfavorable for leading, it is much more difficult for a manager to exert influence. 3 situation characteristics -leader member relations -task structure -position power
Referent Power
It comes from subordinates' and coworkers' respect. admiration and loyalty. -tend to be informal -personal characteristics -valuable top asset for top managers - much of their willingness to go above and beyond the call of duty -taking time to get to know their subordinates -showing interest in and concern for them
Expert Power
It is based on the special knowledge, skills, and expertise that a leader possesses. - depending on the leader's hierarchy. - tend to by first-level or middle managers -they are not always right and seek and encourage input from others. -might obtain additional training or education in their fields to keep up with the latest development and changes in technology, stay abreast of changes in their fields through involvement. - guiding or coaching manner.
Fidler's Contingency Models
It takes into account the situation or context within which leadership occurs. The effective leadership is contingent on or depend on the characteristics of the leader and of the situation. a. Fiedler's Model b. House's Path-Goal Theory c. The Leader Substitutes Model
Transformational Leadership
Leadership that makes subordinates aware of the importance of their jobs and performance to the organization and aware of their own need for personal growth and that motivates subordinates to work for the good of the organization. -subordinates trust the mangers - they are highly motivated - positive influence their work motivation -help the organization achieve its goals. - higher job sanctification -higher performance
Formal
Legitimate - represents the formal authority to control and use organizational resources
Gender and leadership
Males and females mangers do not differ significantly in their propensities. they are equally effective as a leader. Women -participative leaders -involving subordinates in decision making -seeking their input -better interpersonal skills Men -less particapative -making decisions on their own. -want to do things in their own way -harsher when punish workers.
Transactional Leadership
Managers use their reward and coercive power to encourage high performance. Managers who do not make dramatic changes. a. When managers reward high performers, reprimand low performers, and motivate by reinforcing desired behaviors b. Many transformational leaders engage in transactional leadership, but at the same time have their eyes on the bigger picture of how much better things could be in their organizations.
Personal
Referent - based on identification with a person who has desirable resources or personal traits Personal sources of power are more effective than formal
Formal
Reward - People comply with the wishes or directives of another because doing so produces positive benefits
Supportive Behavior
Similar to consideration and include expressing concern for subordinates and looking out for their best interests. -advisable when subordinates are experiencing high levels of stress
Coercive Power
The ability of a manger to punish others. a. Punishment may include verbal reprimands, reductions in pay, or actual dismissal. b. Managers who rely heavily on coercive power tend to be ineffective as leaders sometimes even get themselves fired.
Leadership
The ability to guide a group toward the achievement of goals.
Empowerment ( sharing power)
The expansion of employee's knowledge.tasks, and decision-making responsibilities. - the process of giving employees at all levels the authority to make decisions, be responsible for their outcomes, improve quality, and cut costs. -subordinates typically takes over some responsibilities and authority that used to reside with the leaders or manger -right to reject parts that do not meet quality standards -right to check one's own work -right to schedule work activities.
Leader Member Relations
The extent to which followers like, trust, and are loyal to their leader. Determinant of how favorable a situation is leading.
Task Structure
The extent to which the work to be performed is clear-cut so that a leaders's subordinates know what needs to be accomplished and how to go about doing it; a determinant of how favorable a situation is for leading.
Personal Leadership Style
The specific ways in which a manager chooses to influence other people. Shapes how that manager approaches planning, organizing and controlling.
Leader emergence
The study of who will emerge as a leader an why
Self-Fulfilling Prophecy
The tendency for someone's expectations about another to cause that person to behave in a manner consistent with those expectations. ex:, if you expect an employee to be successful it is more likely that she will be successful.
The Trait Model
The trait model of leadership focused on identifying the personal characteristics that are responsible for effective leadership. 1. Decades of research indicate that certain personal characteristics do appear to be associated with effective leadership. 2. However, traits alone are not the key to understanding leader effectiveness. 3. Some effective leaders do not possess all of the traits identified in this model, and some leaders who do possess them are not effective in their leadership roles. 4. This lack of a consistent relationship between leader traits and leader effectiveness led researchers to shift their attention away from what leaders are like (their traits) to what effective managers actually do, i.e., their behaviors.
Directive behaviors
They are similar to initiating structure and include setting goals, assigning tasks, showing subordinates how to complete tasks and taking concrete steps to improve performance. Good when employees need direction bad when they are independent thinkers
Charismatic leaders
They have a vision of how good things could be in their groups and organizations that is in contrast with the status quo. 1.Their vision usually includes dramatic improvements in both group and organizational performance. 2. are excited and enthusiastic about their vision and clearly communicate it to their subordinates. 3. The essence of charisma is having a vision and enthusiastically communicating it to others.
The Leader Substitutes Model
This model suggests that leadership is sometimes unnecessary because substitutes for leadership are present 1. A leadership substitute is something that acts in place of the influence of a leader and makes leadership unnecessary. 2. Characteristics of subordinates, such as their skills, abilities, experience, knowledge, and motivation, can be substitutes for leadership. 3. Characteristics of the situation or context, such as the extent to which the work is interesting, can also be substitutes. 4. When managers empower their subordinates or use self-managed teams, the need for leadership influence is decreased because team members manage themselves. 5. Substitutes for leadership can increase organizational efficiency and effectiveness because they free up some of the leader's valuable time.
Intellectual Stimulation
Transformational managers openly share information so that subordinates are aware of problems and the need for change. 1. They help subordinates to view problems from a different perspective that is consistent with the manager's vision. 2. They engage and empower subordinates to take personal responsibility for helping to solve problems.
House' Path-Goal Theory
a contingency model of leadership proposing that leaders can motivate subordinates by identifying their desired outcomes, rewarding them for high performance and the attainment of work goals with these desired outcomes and clarifying for them the paths leading to the attainment of work goals.
Emotional Intelligence and leadership
a. Motivate their subordinates to commit to their vision b. Develop a significant identity for their organization and instill high levels of trust and cooperation throughout the organization c. Respond appropriately when they realize they have made a mistake
Leader
an individual who is able to exert influence over other people to help achieve group or organizational goals. - who look to the future, chart the course for the organization and attract, retain, motivate, inspires, and develop relationships with employees, based on trust and mutual respect. - provide meaning and purpose, seek innovation rather than stability, and impassion employees to work together to achieve the leaders' vision
Managers and other transformational leaders can influence their followers in three ways
by being a charismatic leader by intellectually stimulating subordinates and by engaging in developmental consideration.
3 ways which transformational leaders can influence their followers.
by charismatic leader by intellectually stimulating subordinates by engaging in developmental consideration
Strongest interventions for leadership
can even improve IQ!
Trait
enduring attributes associated with an individual's make-up or personality. -personality -intelligence -emotional -intelligence it is better at predicting leader emergence than leader effecitive
Participative behaviors
gives subordinates a say in matters and decisions that affect them - effective when subordinates' support of a decision is required.
Leader effectiveness
how people rate you. the study of what makes a leader good or effective.
Path Goal Theory
it is a contingency model because it proposes that the steps managers should take to motivate subordinates depend on both the nature of the subordinates and the type of work they do. 1. clearly identifying the outcomes that subordinates are trying to obtain from the workplace. 2. rewarding subordinates with these outcomes for high performance and the attainment of work goals 3. clarifying for subordinates the paths leading to the attainment of work goals.
Leader Style
it refers to a manger's characteristic approach to leadership and identified two basic leadership-oriented and task-oriented personal characteristics can influence leader effectiveness.
Power: the key to leadership
leaders have the power to affect other people's behavior and get them to act in a certain way. -legitimate -reward -coercive -expert -referent
According Fielder
leadership style is an enduring characteristic. Managers cannot change their style, nor can they adopt different styles in different kinds of situations.
Transformational Leadership
make subordinates aware of how important their jobs are to the organization and how important it is that they perform those jobs as best they can, so that the organization can attain its goals.
Transformational Leadership
make their subordinates aware of their own needs for personal growth, development, and accomplishment.
Achievement-oriented behavior
motivate subordinates to perform at the highest level possible by setting challenging goals, expecting that they be met, and believing in subordinates' capabilities. - may increase motivation levels of highly capable subordinates who are bored from having too few challenges -might backfire if used with subordinates who are already pushed to their limit.
Transformational Leadership
motivate their subordinates to work for the good of the organization as a whole, not just for their own personal gain.
Relationship-oriented leader
primarily concerned with developing good relationships with their subordinates and being liked by them. - It focused on having high-quality interpersonal relationships with subordinates.
Task Oriented Leaders
primarily concerned with ensuring that subordinates perform at a high level and focus on task accomplishment.
Leadership styles across cultures- time horizontal
short term vs long term
Example of Michael Kraus
takes a hands-on approach to leadership. an organizational task -Has sole authority for determining work schedules and job assignments for employees. a planning task- makes all important decisions by himself control task- closely monitors his employee's performance and rewards top performers with pay increases.
Reward Power
the ability of a manager to give or withhold tangible rewards such as pay raises, bonuses, and choice job assignments, as well as intangible rewards such as verbal praise, a pat on back, or respect. a. Effective managers use their reward power so that subordinates understand that their receipt is sign that they are doing a good job. b. Ineffective managers use rewards in a more controlling manner that signals to subordinates that the manager has the upper hand.
Position Power
the amount of legitimate, reward, and coercive power a leader has by virtue of his or her position in an organization.
Legitimate Power
the authority that a manger has by virtue of his or her position in an organization's hierarchy. -personal leadership style often influences -ex: project assignments match the interests of her subordinates, so they enjoy working which any hamper creativity. -providing concrete advice for areas where improvements could be made.
Mangers
those organizational members who establish and implement procedures and processes to ensure smooth functioning and are accountable for goal accomplishment.
