MANAGEMENT
a) occurs consciously and involves integration of the message into the individual's existing cognitive structures (direct, mindful, information based, rational, logical) b) Ideal when dealing with analytical people who tend to focus on information, facts, and data
Central route to persuasion
a person's judgment about their worth as a person Evaluation of worth
self-esteem
task-oriented
According to fielder rating someone LOW LPC makes you
make the message normative..........................................................................
Central route tactics to persuasion
Managing the team boundaries Managing the team itself team effectiveness
3 Components of team effectiveness
The leader the follower the situation
3 elements of leadership
Relationship-oriented
According to Fielder rating someone HIGH LPC makes you
Degree to which one is cooperative and avoids conflict
Agreeableness
it's the behaviors of the leaders that matters. Leadership can be learned or trained. not successful in predicting leader effectiveness.
Behavioral approach to leadership
Obtain support of others and make them a "group appeal", strength in numbers
Coalition tactic
Information held by more members before team discussion has more influence on team judgments than information held by fewer members, independent of the validity of the information. Groups tend to spend too little time discussing unshared (unique, uncommon) information
Common Information Effect
Degree to which one is dependable and reliable
Conscientiousness
a persons' judgment regarding they can be successful on a specific task evaluation of one's task specific confidence
Self-efficacy
The degree of attraction people feel toward the team and their motivation to remain part of the team
Describe team cohesion
Understanding yourself Managing yourself Understanding others Managing relationships
Emotional intelligence
Degree to which one is able to handle stress
Emotional stability
they believe that fate, luck, other people, etc are the causes of what happens to them
External Locus of control
Degree to which one is sociable
Extraversion
member similarity team size member interaction team success
Factors that create team cohesion
directing, coaching, supporting, delegating
Four styles of Hershey and Blanchard situational leadership theory
relates to norms and describes situations in which group pressures for conformity deter the group from critically appraising unusual, minority, or unpopular views, A common problem with groups is groupthink. This occurs when the group is seeking conformity and there is pressure to come to a conclusion without critically appraising alternative viewpoints.
Groupthink
• It's the match between the leader's style and the situation that matters o Leaders have different styles (behaviors) o Different situations call for different styles ( understanding the situation is key) • Assumption: o The leader can be matched to the situation or o The situation can be changed to fit the leader • More successful (but still not perfect) in predicting leader effectiveness
Hersey & Blanchard's Situational Leadership Theory
The goal of the leader's influence attempts is to get compliance. Want to avoid situations of resistance At a minimum, acceptance of your direction Best is to get dedication, commitment to the direction Additionally, other attitudes can be effected by effective leadership I. Satisfaction, fairness, trust, attraction, . . .
How can people react to the use of power?
Acknowledge your own fallibility (i.e., vulnerabilities and mistakes) B. Reduce status differences C. Set appropriate tone for discussion D. Encourage alternative ideas and individuals who are normally quiet 1. Develop norms that require disagreement E. Remove leader from group discussion
How can you enhance psychological safety?
The role formation process develops through a mechanism referred to as "negotiating latitude." This negotiation is hypothesized to occur through the series of exchanges or interactions between the leader and the member. The exchanges, or interactions, of interest were assumed to be primarily work-related in terms of content
How does LMX develop?
Situations shape how leaders behave. They also influence the consequences of leader behavior It's the match between the leader's style and the situation that matters, leaders have different style, different situations call for different style
How does the situation impact leadership?
Authority is one source of power for leaders: organizations can grant the leader power to run the organization. 1.Power: The ability to seek compliance 2.Authority: the right to seek compliance
How is power similar to or different from authority?
Making others feel important, acting humble and very friendly
Ingratiation tactic
Emotional request or appeal to values or ideals
Inspirational appeal tactic
believe that what happens to them is a result of their own actions/behavior
Internal Locus of control
Specifically, not only do employee attributes influence the development of LMX, but also affective responses to the employee (i.e., perceived similarity, etc.).
LMX
theoretical development of LMX is based on the premise that leader-member relationships emerge as the result of a series of exchanges or interactions during which leader and member roles develop
LMX Theory
Least Preferred coworker Style cannot be changed according to fiedler Must first determine your own LPC so you can know your leadership style
LPC in the fiedler model
Visionary Passionate Creative Flexible Inspiring Innovative Courageous Imaginative Experimental Initiates change Personal power
Leader (mind)
a process, not a position the intersection of the leader's traits/behaviors, followers, and the situation.
Leadership
leadership is not just about the person's traits. it is a process that includes the leader's traits and behaviors, followers, and the situation. Often times, people associate leadership just with the leader, but they forget about the followers and the situation.
Leadership Diagram
The ability of an individual to influence, motivate, and enable others to contribute towards the achievement of personal, group, and organizational goals
Leadership defintion
leadership is the combination of the leader's traits and behaviors, followers, and the situation. Putting all three of those together is the process of leadership.
Leadership process
Using your authority to make a request
Legitimating tactic
Locus of control is the degree to which a person believes they control the events that happen to him/her
Locus of control
A person who tends to be emotionally distant and believes that the ends justify the means. Have competitive drives and need to win distrust of others, desire for status, desire for control, and amoral manipulation. If an individual is high on these components, then they are more likely to manipulate others to help themselves.
Machiavellianism
• Job satisfaction • Organizational commitment: Identifying with a particular organization and its goal • Employee engagement: Being fully absorbed and enthusiastic about your work • Work performance: The degree to which an employee completes his/her required job duties • Organizational Citizenship Behaviors (OCBs): Going above and beyond specified job requirements to help the organization or people within the organization • Counter-Productive Work Behaviors (CWBs): Any behavior that potentially harms the organization or members of that organization (e.g., absenteeism, tardiness, theft, sabotage, abuse, intentionally working slower, etc.) • Fit: Person-Job (P-J) & Person-Organization (P-O)
Major attitude and outcome variables studied in organizational behavior
Rational Consulting Persistent Problem solving Tough-minded Analytical Structured Deliberate Authoritative Stabilizing Position power
Managers (soul)
there are certain characteristics that differentiate leaders from non-leaders there is something that sets leaders apart from others these traits by themselves, will NOT make a leader effective They still need to use the right style and understand the situation. these characteristics/traits/abilities can be learned by anyone.
Modern Trait Approach to leadership
person with a grandiose view of self, requires excessive admiration, has a sense of self-entitlement, and is arrogant
Narcissism
Degree to which one likes change and try new things
Openness to experience
•Increased Delegation •Increased Job satisfaction •Increased Organizational commitment •Increased Performance, OCBs •Reduced Counterproductive Behaviors •Reduced Turnover / withdrawal behaviors •Increased Career satisfaction •Faster Career progression
Outcomes of LMX
getting other to say "yes"................................................................................................
Peripheral route tactics to persuasion
VERY VERY subtle, almost automatic other individuals may not even be aware you are trying to influence them
Peripheral route to influence
a) Characterized by subtle cues and context (automatic, pre-conscious, emotional) b) Ideal when the person is distracted or highly emotionally involved in the situation
Peripheral route to persuasion
Appeal to friendship, service
Personal appeal tactic
Predisposition or tendency to act or think a certain way dominant/consistent response across situations
Personality
Use threats of negative consequences
Pressure tactic
Person with a lack of concern for others, and lack of guilt or remorse when their actions cause harm
Psychopathy
Give information, explain, present detail, construct logical arguments
Rationality tactic
o self-esteem from interpersonal relationships o Focuses on people first o Likes to please others o Considers loyalty to be key employee trait o Gets bored with details
Relationship motivated (High-LPC)
Read cues from the environment Change behavior to match situation Cope in cross-cultural environments May be a key factor in leadership effectiveness
Self monitoring is to be able to
when individuals don't work as hard in groups as they would on an individual basis. When working with groups, managers must be sure to build in individual accountability. can be prevented by setting up goals, encouraging intergroup competition, using peer evaluation as part of the feedback process, and linking group rewards to individual behavior.
Social loafing
a) Expert Power b) Referent Power
Sources of power based on charasteristics of the individual
a) Legitimate Power b) Reward Power c) Coercive power
Sources of power based on the individual's position
people can also be a sustained competitive advantage (if not the biggest one!) in addition to things like marketing strategy, finance strategy, operations, The relationship you as the leader create with your employees and teams CANNOT be copied by other companies or other leaders. this relationship cannot be substituted with something else (i.e., I can't substitute for good people with just a good marketing strategy...I must have good people to implement it!). People are also by definition rare/unique and we know that the way you manage and lead people leads to positive outcomes for the firm (i.e., money, money, money). All of these things make focusing on how you lead and manage people critical because it can be a sustained competitive advantage for you, your department, and your organization.
Strategic resource relating to people
o Draws self-esteem from task completion o Focuses on task first o Can be harsh with failing followers o Considers competence to be key employee trait o Enjoys details
Task motivated (Low-LPC)
Leader member relations Task structure Position power
Three situational variables that Fielder flow chart examines
people were born with the traits or not (i.e., some are born to lead, some are born to follow).
Traditional trait approach
someone who is time conscious, impatient, like to have control
Type A
someone who is more laid back, easy going, not in a rush
Type B
Legitimating Ingratiation Rationality Pressure Exchange of benefits Personal appeal Inspiration appeal Coalition
Typical influence tactics
Message Content: Most people focus on what is in it for them, rather than the benefits of the other party (i.e., why this is important to me, etc.) YES: real estate personnel do this by getting you to say "yes" to a house's location, set up, nice yard, etc. even if it is not the ideal price, etc. NORMATIVE: people want to act in a way that is consistent with their values, self- image, etc.....therefore, frame message in this manner.. Beware of contrast effects - i.e., real estate professional taking you to several bad homes so that the new ones look "good"...makes it seem like an attractive offer... Repetition only works a few times...after that...one becomes annoyed...
What are some tactics of the Central Route to Persuasion?
Personal attractiveness is enhanced by being friendly and outgoing. Warmth, empathy, caring about others, and showing direct personal interest are valuable. Integrity assures people that we can be trusted. If people expose their vulnerabilities, we will not exploit them. Emotion is a power source when it can be effectively used to win over the other party's heart by appealing to his/her emotions, values or personal sense of what is right, fair, and just. Reinforcement - e.g., nodding, smiling, eye contact when things are acceptable and then remove these when you find something unacceptable...this sends subtle message to other party....
What are some tactics of the Peripheral Route to Persuasion?
Conscientiousness Extraversion Openness to experience Emotional stability Agreeableness
What are the big fives
Purpose Planning process perspective
What are the four P's to leading effective team meetings?
A. Prepare B. Be on time! C. Ask for clarification on points that are unclear - someone else likely has the same question D. Listen E. Acknowledge and build on comments of others F. Make disagreements about the problem, NOT the person
What can you do as a team member to make your team meetings more effective?
The capacity to influence the behaviors( and thoughts) of other, Overcome resistance, and get people to do things they normally would not do. Power is in the eye of the beholder and the recipient ( does not have to be exercised to exist). Effectiveness of power is defined by the behavior of the target person
What is power?
The Dark Triad is the combination of Machiavellianism, Narcissism, and Psychopathy. It is a newer personality variable that focuses on potential "bad" personality combinations that result in bad behavior in organizations.
What is the dark triad?
To make the group more effective and achieve the desired goals and make effective communication between the team members to make the group successful or complete the tasks.
What is the purpose of creating a team contract?
Actual Productivity = PP + S-T, PP = Potential productivity S = synergy T = Performance threats & process loss
What is the team performance equation?
Our personality traits normally drive our behavior across situations and time. However, if a situation is REALLY STRONG, then personality doesn't impact our behavior at all. For example, if I have a very outgoing personality, normally I am loud, crazy, etc. in most situation. But what if I had to go to dinner with the president. Would I still act like that? Probably not, because this situation is strong and the expectations of that specific situation would cause me to act more modest, reserved, etc.
a strong situation that would override a personality trait