MANA EXAM 2
Emotional Intelligence
"Emotional intelligence refers to the capacity for recognizing our own feelings and those of others, for motivating ourselves, and for managing emotions well in ourselves and our relationships"
Servant Leadership according to Greenleaf (1970)
-"Servant leadership begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead...The difference manifests itself in the care taken by the servant - first to make sure that other people's highest priority needs are being served." -Servant leaders place the good of followers over their own self-interests and emphasize follower development. -They demonstrate strong moral behavior toward followers -Servant leadership is viewed as a behavior by Northouse
The Marshmallow Study
-4 year olds were given one marshmallow; were told they could wait or eat it -IQs of eaters and noneaters were not different, but the emotional intelligence scores were. -Also, those children high on EI were: --Less suspect to stress, more self-confident, and more dependable --Less irritated by abrasive personalities --Accomplished more of their early life goals, and were tenacious in doing so --Scored about 200points higher on the SAT
Corporate Ethics Programs
-Compliance-based ethics programs prevent, detect, and punish legal violations -Integrity-based ethics programs include mechanisms designed to instill in people a personal responsibility for ethical behavior
Liden's Servant Leadership Model: Servant Leader Behaviors
-Conceptualizing Thorough understanding of the organization -Emotional healing Recognizing others' problems and taking the time to address them -Putting followers first Using actions and words that demonstrate to followers that their concerns are a priority - the defining characteristic of servant leadership -Helping followers grow and succeed Knowing followers' professional or personal goals -Behaving ethically Doing the right thing in the right way -Empowering Allowing followers the freedom to be independent, make decisions on their own, and be self-sufficient -Creating value for the community Intentionally giving back to the community Encouraging followers to volunteer for community service
Liden's Servant Leadership Model: Antecedent Conditions
-Context and culture Organizational context Dimensions of culture (e.g. power distance) -Leader attributes Traits interact with ability to engage in servant leadership (e.g. moral development, emotional intelligence) -Follower receptivity Some subordinates do not want to work with servant leaders When matched with followers who desire it, servant leadership has a positive impact on performance and organizational citizenship behavior
Herzberg on Herzberg
-Difference between KITA and true motivation is short-term movement versus long-term motivation -True motivation is internally generated
But what really is Emotional Intelligence?
-Emotional intelligence is not about being nice all of the time ; It's about being honest. -Emotional intelligence is not about being "touchy-feely." ; It is about being aware of your feelings, and those of others. -Emotional intelligence is not about being emotional.; It is about being smart with your emotions.
In-Group
-Expanded/negotiated role responsibilities (extra-roles) -Relationships marked by mutual trust, respect, liking, and reciprocal influence -They receive more information, influence, confidence, and concern than out-group members
Early Studies on LMX
-Focused on the vertical linkages leaders formed with each of their followers -Leader's relationship to a work unit viewed as a series of vertical dyads. leader forms unique relationship with each subordinate.
Liden's Servant Leadership Model: Outcomes
-Follower performance and growth Recognizing followers' contributions and helping them realize their human potential Favorable impact on subordinate in-role performance Followers themselves may become servant leaders O-rganizational performance Positive relationship between servant leadership and OCB Team effectiveness enhanced by increasing members' shared confidence they could be effective -Societal impact "Others first" organizational philosophy Better organizations = benefits to society
Recommendations on Mentoring
-Give the relationship structure ---Formal and informal mentoring need org. support -Have a back-up mentor ---More = more, not less -Recruit mentors carefully ---The right reasons are important ---Matching is important, but be careful not to exclude some employees -Training and orientation is important ---Communicate expectations ---Explain actions ---Teach conflict-management skills -Give feedback ---Make the feedback formal and two-way if necessary -Prepare for the end ---Implement an end time or at least discuss what it should look like
Traditional Mentoring Perspective
-Hierarchical -Single, Dyadic relationship -Intraorganizational
Developmental Network Perspective
-Mulit-level -Multiple dyadic, networked relationships -Intraorganizational and extraorganizational
Factors that Influence Authentic Leadership
-positive psychological capacities Confidence Hope Optimism Resilience -moral reasoning Deciding right and wrong Promoting justice, greater good of the organization or community -critical life events Act as a catalyst for change People attach insights to their life experiences When people tell life stories they gain clarity about who they are Stimulate personal growth
Motivation Factor
-work condition related to the satisfaction of the need for psychological growth -job enrichment -leads to superior performance and effort
Similarities Between Authenticity & EI?
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The Coaching Process
1. Observation: Follower has trouble delegating 2. Discussion & Agreement: Talk with follower to reach agreement about the problem 3. Create & Follow a plan: Set goals and timeline for developing delegation skills 4. Follow- up: Check progress, offer feedback, reinforce learning
FOUR COMPONENTS
1.Self-awareness -Reflecting on one's core values, identity, emotions, motives. -Being aware of and trusting your own feelings -"I can list my three greatest weaknesses" & "I seek feedback as a way of understanding how I really am as a person." 2. Internalized moral perspective -Self-regulatory process using internal moral standards to guide behavior -"My actions reflect my core values" & "Other people know where I stand on controversial issues." 3. Balanced processing -Ability to analyze information objectively and explore other people's opinions before making a decision -"I seek others' opinions before making up my own mind." & "I listen very carefully to the ideas of others before making decisions." 4. Relational transparency -Being open and honest in presenting one's true self to others -"I openly share my feelings with others." & "I let others know ho I truly am as a person."
Mindfulness
A healthy state of cognitive openness, curiosity, and awareness Moment-to-moment awareness Constantly and consciously in tune with ourselves
Motivation factors increase job satisfaction
Achievement Recognition Work itself Responsibility Advancement Growth
Terry's Authentic Action Wheel
Action-centered model Leaders should strive to do what is right Two core leadership questions: 1.What is really, really going on? 2.What are we going to do about it?
When to Counsel
Attitudes Personality clashes Defensiveness Other factors tied to emotions "I can help you recognize that a problem exists."
What is Authentic Leadership?
Authentic leadership focuses on whether leadership is genuine Authentic leaders know who they are, what they believe in and value, and act on those values and beliefs openly and candidly
Altruism (show concern for best interests of others) Consequence Based
Authentic transformational leadership is based on altruistic principles Example: the work of Mother Theresa, who gave her entire life to help the poor
Practicing Self-Awareness
Awareness of our own emotional states is the foundation of all the EI skills. Learn to "tune-in" to your emotions - they can give you valid information about your responses to stressful situations. Recognize the importance of emotions even in "technical" fields.
Social Competence: Relationship Management
Basic definition The ability to gain cooperation and inspire others as well as manage potentially dysfunctional emotions such as anger and fear. Components Inspirational leadership: Inspiring and guiding individuals and groups with a compelling vision. Influence: Having impact on others and wielding effective tactics for persuasion. Developing others: Sensing others' development needs and bolstering their abilities with feedback/guidance. Change catalyst: Initiating, managing, and leading in a new direction. Conflict management: Negotiating and resolving disagreements. Teamwork and collaboration: Creating group synergy through cooperation and team-building in pursuit of collective goals.
Personal Competence: Self-Awareness
Basic definition The ability to recognize and understand the meaning of one's own emotions Components Emotional self-awareness: Recognizing one's emotions and their effects. Using gut sense to guide decisions. Accurate self-awareness: Knowing one's strengths and limits. Self-confidence: A strong sense of one's self-worth and capabilities.
Personal Competence: Self - Management
Basic definition The ability to regulate one's own emotions, and keeping harmful impulses in check Components Emotional self-control: Keeping disruptive emotions and impulses in check. Transparency: Maintaining integrity; acting congruently with one's values; honesty. Adaptability: Flexibility in handling change Achievement orientation: Striving to improve or meet a inner standards of excellence. Initiative: Readiness to act on opportunities. Optimism: Persistence in pursuing goals despite obstacles and setbacks; seeing the "up side."
Social Competence: Social Awareness
Basic definition The ability to understand another person's emotions and know his or her needs even when they are unstated Components Empathy: Sensing others' feelings and perspectives, and taking an active interest in their concerns. Organizational awareness: Reading a group's emotional currents and power relationships. Service orientation: Anticipating, recognizing, and meeting customers' or clients' needs.
The Servant Leadership Approach Weaknesses
Because the name appears contradictory, servant leadership may be seen as whimsical, or not really "leadership." Researchers are unable to reach consensus on a common definition or theoretical framework for servant leadership. The prescriptive overtone suggests that good leaders "put others first" and conflicts with other principles of leadership such as directing, concern for production, etc. It can also sound overly moralistic, which may deter some researchers.
Acquaintance Phase
Begins with an "offer" by leader/subordinate for improved career-oriented social exchanges It is a "testing" period for both people, assessing whether the subordinate is interested in taking on new roles and the leader is willing to provide new challenges There is a shift in dyad from formalized interactions to new ways of relating to one another Quality of exchanges improve along with greater trust & respect for one another There is less focus on self-interest, and more focus on the goals of the group
Bad Leadership: Unethical Leadership
Callous - uncaring and unkind; ignoring/discounting needs, wants, and wishes of others Example: Al Dunlap Corrupt - greedy and self-centered; they lie, cheat, & steal Example: William Aramony, Andrew Fastow, Tony Soprano Insular - disregarding the health and welfare of others Evil - using pain/fear to signify power; they inflict severe harm (physically and psychologically) to others Example: David Koresh, Jim Jones
ELA: Relevance
Can be applied to individuals at all levels of organization and in all walks of life Because leadership has a moral dimension, being a leader demands awareness on our part of the way our ethics defines our leadership Managers and leaders can use information on ethics to understand themselves and strengthen their own leadership Leaders can use ethical principles as benchmarks for their own behavior Leaders can learn that leader-follower relationship is central to ethical leadership
Kohlberg's Model of Cognitive Moral Development
Classification of people based on their level of moral judgment Premoral stage Decisions based on concrete rewards and punishments and immediate self-interest Conventional stage Conformance to the expectations of ethical behavior held by groups or institutions such as society, family, or peers Principled stage Broader perspective in which individuals see beyond authority, laws, and norms and follow their self-chosen ethical principles
Ethical egoism (create greatest good for the leader) : Consequence Based
Closely related to transactional leadership theories An ethical system defining acceptable behavior as that which maximizes consequences for the individual Doing what promotes the greatest good for oneself Example: leader takes a political stand on an issue for no other reason than to get re-elected
Coaching and Counseling
Coaching (Career-focused) giving advice, direction or information to improve performance "I can help you do something better" Counseling (Psychosocial-focused) helping someone understand and resolve a problem him/herself by displaying understanding "I can help you recognize that a problem exists"
Hygiene factors avoid job dissatisfaction
Company policy and administration Supervision Interpersonal relations Working conditions Salary Status Security
Builds Community
Concern for common good means leaders cannot impose their will on others; they search for goals that are compatible with everyone. Leader behaviors Takes into account purposes of everyone in the group Is attentive to interests of the community and culture Does not force others or ignore intentions of others Ethical Leaders & Followers take into account purposes of everyone in the group, and reach out beyond their own mutually defined goals to wider community
Why should we care about Ethical Leadership?
Consequences of unethical and illegal behavior: -Difficulty in attracting good employees -Customers find other businesses -Investors withdraw their support
Textbook Definition
EI is the ability to perceive and: apply emotions to life's tasks -reason/understand emotions -express emotions -use emotions to facilitate thinking -manage emotions within oneself and -relationships Premise: People who are more sensitive to their emotions & their impact on others will be more effective leaders
The Good News about Emotional Intelligence
Emotional intelligence is much less fixed than IQ Emotional intelligence can develop over time - known as maturity Training, coaching, and feedback can also substantially improve Emotional Intelligence
Practicing Empathy
Empathy means recognizing, and responding appropriately to, the emotions of others. By expressing empathy, you also create empathy in others. Realize that emotions impact such measurable goals as productivity and safety.
Elements of Empowerment
Employees receive information about company performance. Employees receive knowledge and skills to contribute to the company goals. Employees have the power to make substantive decisions. Employees understand the meaning and impact of their jobs. Employees are rewarded based on company performance.
Show Justice
Ethical leaders are concerned with issues of fairness and justice; they place issues of fairness at the center of their decision making Leader's shall - adhere to principles of distributive justice Leader behaviors All subordinates are treated in an equal manner
Principles of Ethical Leadership
Ethics are central to leadership because of: Process of influence Need to engage followers to accomplish mutual goals Impact leaders have on establishing the organization's values
Serve others
Follower-centered - Based on the altruistic principle of placing followers foremost in the leader's plans Leader behaviors Mentoring Empowerment Team building Citizenship behaviors Leader's have - A duty to help others pursue their own legitimate interests and goals To be stewards of the organization's vision; in serving others they: clarify, nurture, and integrate the vision with, not for, organization members An ethical responsibility to make decisions that are beneficial to their followers' welfare
Strengths of Authentic Leadership Approach
Fulfills society's expressed need for trustworthy leadership and has an explicit moral dimension. Provides guidelines for those who want to become authentic leaders. Both practical and theoretical approaches provide a roadmap. Unlike traits that only some people exhibit, everyone can learn to be more authentic.
Manifests Honesty
Honest leaders are authentic but also sensitive to the feelings and attitudes of others Leaders: Are not deceptive Tell the truth with a balance of openness and candor while monitoring what is appropriate to disclose in a particular situation Leader behaviors Don't promise what you can't deliver Don't suppress obligations Don't evade accountability Acknowledge and reward honest behavior in the firm
How do you improve your LMX quality?
How subordinates involve themselves in expanding their role responsibilities with the leader determines whether they become in-group or out-group participants Becoming part of the in-group involves subordinate negotiations in performing activities beyond the formal job description Practical recommendations *New employees = offer loyalty, support, and cooperativeness *Out-group member = accept the situation, try to become an in- group member, or quit *Managers = try to expand in-groups, give all subordinates opportunities to prove themselves and nurture high-quality exchanges. Focusing on ways to build trust and respect with all subordinates will result in the entire work group becoming an in-group
Steps for Searching for a Mentor
Identify what you need Evaluate yourself as a prospective protégé Identify mentor candidates Prepare for obstacles Approach possible mentors
"Good to Great" by J. Collins
In a study of 29 "good to great" companies (i.e., stock returns 3X better than market over 15 yrs.) found... 1. Absence of ego-driven leaders. 2. Leaders were fiercely ambitious & driven, but ambition was directed at org. success & not personal success. 3. Took responsibility for mistakes; gave credit for successes to those that deserved it. 4. Pride in developing strong leaders who could take over after they were gone
Ethical Climate
In an organization refers to the processes by which decisions are evaluated and made on the basis of right and wrong
Virtue-based Ethical Theories
In contrast to teleological and deontological ethical theories that focus on the behavior or conduct of the leader, virtue-based theories approach ethics from the viewpoint of a leader's character -Focus is on who people are as people -Rather than tell people what to do, you want to tell people what to be -Society's rules provide a moral minimum -Moral individuals can transcend rules by applying their personal virtues -The idea is to help people become more virtuous through training and development -Virtues are present within person's disposition; practice makes good values habitual -Development of high moral character ---Virtues are acquired through observation and imitation ---Story telling to illustrate and reinforce ethical values Examples: courage, honesty, fairness, justice, integrity, humility
The LMX Approach: Weaknesses
Inadvertently supports the development of privileged groups in the workplace; appears unfair and discriminatory The basic theoretical ideas of LMX are not fully developed ------What are the means to build trust, respect, and obligation? What are the guidelines? ------How do contextual factors such as workgroup norms and organizational culture affect LMX relationships?
Bad Leadership: Ineffective Leadership
Incompetent - lacking will or skill (or both) Example: Rick Wagoner (GM X-CEO) Rigid - unwilling/unable to adapt to new ideas, new information, or change Example: Mary Meeker Intemperate - lack of self-control; no intervention by followers Example: Marion Barry Jr., James Bakker
Duty-based (deontological) Ethical Theories
Instead of focusing on whether a given action has ethical consequences, duty-based theories emphasize that it's also important for the action itself to be good. They focus on the actions of the leader and his/her moral obligation and responsibilities to do the right thing Example: telling the truth, keeping promises, being fair
Stranger Phase
Interactions within the leader-subordinate dyad are generally rule bound Both parties rely on contractual relationships Both parties relate to each other within prescribed organizational roles Lower quality exchanges are experienced The motives of the subordinate are directed toward self-interest rather than good of the group
Why is mindfulness important?
It helps counteract stress It helps us realize if we are heading down the wrong road and be aware of others and the business environment
Authentic leadership from a theoretical perspective
It's developmental in nature and is a process -Leadership can be nurtured, and develops over a lifetime (Avolio & Gardner, 2005) -Can be triggered by major life events -Leader behavior is grounded in positive psychological qualities and strong ethics It came about because there was a need to explore the true meaning of authentic leadership and create a theoretical framework based on science that goes beyond the various definitions and frameworks provided by management gurus A theoretical definition of authentic leadership: "A pattern that draws upon and promotes both positive psychological capacities and a positive ethical climate, to foster greater self-awareness, an internalized moral perspective, balanced processing of information, and relational transparency on the part of leaders working with followers, fostering positive self-development
Leader-Member Exchange (LMX) Theory
LMX conceptualizes leadership as a process --------It is centered on the interactions between a leader and subordinates LMX theory challenges the assumption that leaders treat followers in a collective way, as a group. LMX theory directed attention to the differences that might exist between the leader and each of his/her followers
The LMX Approach: Strengths
LMX theory validates our intuitive understanding of how people within organizations relate to each other and the leader LMX theory is the only leadership approach that makes the dyadic relationship the centerpiece of the leadership process LMX theory directs our attention to the importance of communication in high-quality leadership
When to Coach
Lack of ability Insufficient information Incompetence Subordinate must understand the problem
ELA: Weaknesses
Lacks a strong body of traditional research findings to substantiate the theoretical foundations Relies heavily on writings of just a few individuals that are primarily descriptive and anecdotal in nature, and are strongly influenced by personal opinion and a particular worldview
Why Does Unethical Behavior Occur?
Lapses in Individual Ethics -People can be lead to believe that any act is ethical under the right circumstances Ruthless Pursuit of Self-Interest -Poorly performing organizations are more likely to commit unethical and illegal acts Outside Pressure -Trickle down effect of pressure: Shareholders → CEO → TMT → VPs → Middle Managers, etc.
Servant leadership is a paradox
Leaders influence and servants follow, so how can leaders both serve and influence?
Practicing Self-Management
Leaders skilled at self-management remain hopeful and optimistic despite obstacles, setbacks, or even failures. It doesn't mean suppressing or denying your emotions. Rather, understanding them and using that understanding to deal with situations.
Utilitarianism (create greatest good for greatest number): Consequence Based
Leaders weight outcomes and choose the greatest good for the greatest number should be the overriding concern of decision makers Best decisions ---Generate the most benefits as compared to their disadvantages ---Benefit the greatest good for the greatest number of people Example: leader distributes scarce resources so as to maximize benefit to everyone, while hurting the fewest; preventive healthcare vs. catastrophic illnesses
"Leadership Making" in LMX Research
Leadership making -Emphasizes that a leader should develop high-quality exchanges with all of her or his subordinates, rather than just a few. 3 phases of leadership making 1.Stranger phase 2.Acquaintance phase 3.Mature partnership phase
10 Characteristics of a Servant leader
Listening - acknowledging the viewpoint of followers and validating these perspectives. Empathy - "standing in the shoes" of another person and attempting to see the world from that person's point of view. Healing - in helping followers become whole, servant leaders are themselves healed. Awareness - understanding oneself and the impact one has on others. Persuasion - creates change through gentle, nonjudgmental argument. Conceptualization - the ability to be a visionary for an organization. Foresight - the ability to predict what is coming based on what is occurring in the present and what has happened in the past. Stewardship - carefully managing the people and organization one has been given to lead. Holding the organization in trust for the greater good of society. Commitment to the Growth of People - treating each follower as a unique person with intrinsic value beyond what he/she contributes to the organization. Building Community - allowing followers to identify with something greater than themselves that they value.
Different Ways to Measure EI
MSCEIT: EQ as a set of mental abilities to perceive, facilitate, understand, and manage emotion Goleman (1995, 1998): EQ as a set of personal and social competencies self-awareness, confidence, self-regulation, conscientiousness, and motivation Shankman & Allen (2002): EQ as awareness of three aspects of leadership context, self, and others Groves, McEnrue, & Shen (2008): EQ as awareness of four self competencies Appraisal of others emotions, facilitating thinking with emotions, understanding emotions of others, regulation and management of emotions
The Servant Leadership Approach Strengths
Makes altruism the central component of the leadership process. Leaders should put followers first, share control with them, and embrace their growth. By doing so, it's the only approach that highlights the principle of caring for others. Provides a counterintuitive approach to the use of influence. Influence can be negative - leaders should not dominate, direct or control. Rather, leaders should share control and influence. Servant leadership is not a panacea. It may not be effective when subordinates are not open to being guided, supported, and empowered.
Mature Partnership Phase
Marked by high-quality leader-member exchanges Both parties experience high degree of mutual trust, respect, and obligation toward each other Both parties have tested the relationship and found it dependable There is a high degree of reciprocity between the leader and subordinate Each person may depend on the other for favors and special assistance There is a highly developed pattern of relating to one another that produces positive outcomes for both parties and the organization ---------The partnership is transformational, moving beyond self-interest to accomplish greater good for the team and the organization
Why is mentoring important?
Mentored individuals earn higher salaries Mentored individuals have higher promotion rates Mentored individuals are more committed to their organizations Mentored individuals have more clarity of their professional identity Mentored individuals have more career-related self-efficacy and perceived career success
Ethics codes
Most visible sign of corporate commitment to ethical behavior ---must be tailored to individual company's philosophies ---addresses subjects such as employee conduct, community and environment, shareholders, customers, political activity
Negative Mentoring - Mentor's perspective
Negative relational dynamics - exploitive and egocentric protégés Submissiveness - overdependence on mentor Defensiveness, unwilling to learn, unresponsive Deception - manipulation of information, giving false impression of self
Empowerment
Power sharing; the delegation of power or authority or to subordinates in the organization. -----Premise: To foster an organizational environment that helps employees find true value and meaning in their work
Later Studies on LMX
Researchers have found that high-quality leader-member exchanges result in: -Less employee turnover -More positive performance evaluations -Higher frequency of promotions -Greater organizational commitment -More desirable work assignments -Better job attitudes -More attention and support from the leader -Greater participation and empowerment by subordinates -Faster career progress for subordinates
Psychosocial Mentoring Functions
Role-modeling Acceptance and Confirmation Counseling Friendship
5 Components of EI according to "What Makes a Leader?"
Self-Management (Personal Competence) Self-awareness: Ability to recognize and understand your moods, emotions, and drives, as well as their effect on others Self-regulation: The ability to control or redirect disruptive impulses and moods Motivation: A passion to work for reasons that go beyond money or status Managing Relationships with Others (Social Competence) Empathy: The ability to understand the emotional makeup of other people Social skills: Proficiency in managing relationships and building networks
The Servant Leadership Approach Relevance
Servant leadership can be applied at all levels of management and in all types of organizations. Unlike authentic leadership or leader-member exchange theory (which we will discuss next), servant leadership has been used extensively in a variety of organizations for training and development for more than 30 years. Organizations should be careful to select employees who (a) are interested in building long term relationships with followers and (b) have strong ethics.
Career Mentoring Functions
Sponsorship Exposure and Visibility Protection Coaching
Authentic Action Wheel helps leaders frame problems
Steps Involved 1.Locate the problem on the diagnostic wheel 2.Strategically select an appropriate response to the problem
A Popular Measure of EI
The Emotional Competence Inventory (ECI) -Published by Hay Group -Based on Daniel Goleman's work -A 72 item online feedback instrument from multiple responders -Report details scores on 12 of Goleman's EI competencies plus the competencies of systems thinking and pattern recognition -Each competency can be a strength, a hidden asset, a known development need, or a blind spot -Has comments section that allows for anonymous comments from your other-reported responders -Costs $50 per person, which is why I didn't make you complete it.
Ethics
The system of rules governing the ordering of values Affects people's behavior and the 'goods' that are worth seeking -----values - principles of conduct Ethics becomes more complicated when a situation dictates that one value overrules another Provides a system of rules or principles as a guide in making decisions about what is right/wrong and good/bad in a specific situation. Provides a basis for understanding what it means to be a morally decent human being
What makes a leader Authentic?
Their life story - personalized narrative -Formative experiences that shaped them Self-awareness -Self-exploration never ends over the lifetime -It takes courage to and honesty to open up and examine your life -Understanding what drives you A sense of morality or personal ethics -Ethics and Leadership intersect at many junctures. -Executives set the moral tone for an organization so they must set and adhere to high ethical values. Support and developmental feedback from others -Family, friends, mentors Maintaining a sense of self and staying grounded -It also helps to empower others to lead
What do Authentic Leaders do?
They create trust -Trust is increased when leaders demonstrate integrity, ability and benevolence across situations (consistency) -Trust encourages positive behaviors such as risk taking, information sharing, group interactions and productivity They encourage open communication -Feeling their emotions and being honest
Respecting Others
Treating others as ends (their own goals) rather than as means (to leaders' personal goals) Leader behaviors: - Listens closely to subordinates - Is empathic - Is tolerant of opposing viewpoints Leader shall: Treat other people's values and decisions with respect Allow others to be themselves with creative wants and desires Approach others with a sense of unconditional worth and value individual differences
Ethical Theories
Two broad domains ---Theories about leaders' conduct ---Theories about leaders' character
Five characteristics of Authentic Leaders according to Bill George
Understand their purpose Strong values Trusting relationships Self-discipline Act from the heart (mission)
Mentor
an individual who provides guidance, coaching, counseling, and friendship to a protégé
Moral disengagement
the process of convincing the self that ethical standards do not apply to oneself in a particular context, by separating moral reactions from inhumane conduct by disabling the mechanism of self-condemnation. In other words, it's the extent to which you rationalize your unethical or unjust actions through such was as moral justification, advantageous comparison, or attribution of blame.
Bill George's Authentic Leadership Approach
Based on a leader characteristic model Premise is that leaders have genuine desire to serve others
Phases of a Mentoring Relationship
Initiation (6 mo - 1 year) Cultivation (2-5 years) Separation (6 mo - 2 years) Redefinition (indefinite)
ELA: Strenghts
Provides a body of timely research on ethical issues Provides direction on how to think about ethical leadership and how to practice it Suggests that leadership is not an amoral phenomenon and that ethics should be considered as integral to the broader domain of leadership Highlights principles and virtues that are important in ethical leadership development
Weaknesses of Authentic Leadership Approach
The theory is still in the formative stages, so some concepts in the practical approaches are not fully developed or substantiated. The link between authentic leadership and positive organizational outcomes is unclear.
Bad Leadership: Don't Follow the Leader
To study leadership without the study of bad leadership in is similar to studying health while ignoring disease. Many times, we solely blame the leader for bad leadership.
Five Principles of Empowering People
Trust in people. Invest in people. Recognize accomplishments. Decentralize decision-making. View work as a cooperative effort.
Hygiene Factor
work condition related to dissatisfaction caused by discomfort or pain -maintenance factor -contributes to employee's feeling not dissatisfied -contributes to absence of complaints
