Management Series 8

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Level 5- Executive

Builds excellence through dedication and humility

Level 3- Manager

Compenent Contributes manages, team members and assets to reach set objectives

Pragmatic survivor

A follower who has qualities of all 4 follower styles, depending on which fits the prevalent situation

Work-related characteristics of leader

Achievement drive Drive to excel Conscientiousness Persistence, tenacity

Humility

means being unpretentious and modest rather than arrogant and prideful

Interactive Leadership

means that the leader favors a consensual and collaborative process, and influence derives from relationships rather than position power and formal authority

Critical thinking

means thinking independently and being mindful of the effect of one's behaviors on achieving goals

6 Interpersonal Influnce Tactics for Leaders

1. Use rational persuasion 2. Help people like you 3. Rely on the rule of reciprocity 4. Develop allies 5. Be assertive- ask for what you want 6. Make use of higher authority

Strengths

are natural talents and abilities that have been supported and reinforces with learned knowledge and skills

Transformational leaders

are similar to charasmatic leaders, but they are distinguished by their special ability to bring about innovation and change by recognizing follower's needs and concerns, providing meaning, challenging people to look at old problems in ways, and acting as role models for the new values and behaviors

Consideration

falls in the categpry of people-oriented behavior and is the extent to which the leader is mindful of subordinates, respects their ideas and feelings, and establishes mutual trust

Charasmatic Leadership

has the ability to inspire and motivate people to do more than they would normally do, despite obstacles and personal sacrifice

Active Follower

participates fully in the organization, engages in behavior that is beyond the limits of the job, demonstrates a sense of ownership, and initiates problem solving and decision making

Network of relationships

people who are enmeshed in a network of relationships have greater power

Personal effort

people who show initiative, work beyond what is expected of them, take on undesirable but important projects, and show interest in learning about the organization and industry often gain power

Legitimate power

power coming from a formal management position in an organization and the authority granted (supervisors)

Expert power

power resulting from a person's special knowledge or skill regarding the tasks being performed

Entrusting style

provides a little direction and little support because the leader turns over responsibility for decisions and their implementation to subordinates

Willingness

refers to a combination of confidence, commitment, and motivation, and a follower may be high or low on any of the 3 variables

Gender Differences in Leadership Behaviors

Develops others Drives for results Inspires and Motivates Others Innovates Builds Relationships Technical and Professional Expertise

What did women score higher on then men?

Female managers scored significantly higher than men on abilities such as motivating others, fostering communication, and listening and were rated higher on social and emotional skills which are crucial for interactive leadership

Leadership Qualities

Soul Visionary Passionate Creative Flexible Inspiring Innovative Courageous Imaginative Experimental Initiates change Personal power

French & Raven

Sources of Leadership Power

Soft power

includes expert power and referent power, which are based on personal characteristics and interpersonal relationships more than on a position of authority

What style works best for moderate readiness followers?

Coaching and supporting styles

The Basic Idea of Fiedler's Theory

match leader's style with the situation most favorable for his or her effectiveness. By diagnosing leadership style and the organizational situation, the correct fit can be arranged

Dysfunctional Leaders

Angry Paternal/Maternal Deviant Aggressive Incompetent Divisive Egotistical Paranoid

Effective follower

is a critical, independent thinker who actively participates in the organization

Coaching style

one where the leader explains decisions and gives subordinates a chance to ask questions and gain clarity and understanding about work tasks

High Focus on People Needs

Supporting and Coaching

Personal Power

an individuals knowledge or personal characteristics

Vision

is an attractive, ideal future that is credible yet not readily attainable

Consideration: People-oriented

- Is mindful of subordinates - Establishes mutual trust - Provides open communication - Develops teamwork

Job-centered leaders

- Structures the jobs of subordinates - Closely supervises to see that designated tasks are performed - Uses incentives to spur production - Determines standard rates of production based on procedures and time studies

"Great Man" approach

Find out what made these people great and select future leaders who already exhibited the same traits or who could be trained to develop them

Level 2 - Team Member

Contributing Contributes Individuality, works well in groups

Optimism

has been paired with "reality testing" and conscientiousness

Employee-centered leaders

-Focuses attention on specifics - Specifies objectives - Communicates objectives to subordinates - Gives subordinates considerable freedom to achieve goals

Characteristics of an Authentic Leaderships

1. Authentic leaders pursue their purpose with passion 2. Authentic leaders practice solid values 3. Authentic leaders lead with their hearts as well as their heads 4. Authentic leaders establish connected relationships 5. Authentic leaders demonstrate self-discipline

Styles of followership

1. Conformist 2. Passive 3. Effective 4. Alienated Pragmatic survivor

Parts of the Leadership Grid

1. Country Club Management 2. Team Management 3. Middle-of-the-Road Management 4. Impoverished Management 5. Authority-Compliance

Levels of Leadership

1. Individual 2. Team Member 3. Manager 4. Leader 5. Executive

Situational Favorableness

1. Leader-Member Relations 2. Task Structure 3. Leaders Position Power

Impact of Charasmatic Leadership usually comes from

1. Stating a lofty vision of an imagine future that employees identify with 2. Displaying an ability to understand and empathize with followers 3. Empowering and trusting subordinates to accomplish results

Middle-of-the-Road Management

Adequate organization performance is possible through balancing the necessity to get out the work with maintaining morale of people at a satisfactory level

Gender Differences

Although both men and women can practice interactive leadership, research indicates that men and women's styles of leadership is typically different

Level 1 - Individual

Capable Contributes Talent, Skills, Knowledge

Remember #3

Charasmastic Leaders tend to be less predictable because they create an atmosphere of change

Michigan Behavioral Approaches Studies Overview

Compares the behavior of effective and ineffective supervisors

High Focus on Tasks

Directing and Coaching Styles

Initiating Structure: Task-oriented

Directs subordinate work activities toward goal - Typically gives instructions, spends time planning, and emphasizes deadlines - Provides explicit schedules of work activities

Level 4- Leader

Effective Stimulates high standards; champions dedication to vision

Authority-Compliance

Efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimum degree

Parts of the Michigan Studies

Employee-centered leaders Job-centered leaders

Phyiscal Characteristics of leaders

Energy Phyiscal stamina

Low Focus on People Needs

Entrusting and Directing

Low Focus on Tasks

Entrusting and Supporting

Impoverished Management

Exertion of minimum effort to get required work done is appropriate to sustain organization membership

2 Types of Personal Power

Expert & Referent

Who did the situational model of leadership originate from?

Hersey and Blanchard

Top 5 Qualities in a Follower

Honest, Competent, Dependable, Cooperative, Loyal

Top 5 Qualities in a Leader

Honest, Competent, Forward-looking, Inspiring, Intelligent

Social characteristics of a leader

Interpersonal skills Cooperativeness Ability to enlist cooperation Tact, diplomacy

Intelligence and Ability

Judgment, decisiveness Knowldge Intelligence, cognitive ability

One effective approach in today's environment

Level 5 leadership, which is characterized by an almost complete lack of ego (humility), coupled with a fierce resolve to do what is best for the organization (will)

The Basic difference between manager and leader

Management organizes the production and supply of fish to people, whereas leadership teaches and motivates people to fish. Organizations need both types of skills

Studies on effective leaders

May be high on consideration and low on initiating structure or low on consideration and high on initiating structure

Manager Qualities

Mind Rational Consulting Persistent Problem solving Tough-minded Analytical Structured Deliberate Authoritative Stabilizing Position power

What is the single characteristic most common in top executives?

Optimisim

Ohio State Behavioral Approaches Studies

People-oriented Task-oriented

Personal Characteristics of Leader

Physical Characteristics, Personality, Work-related characteristics, Intelligence and ability, social characteristics, Social Background

Personality of a leader

Self-confidence Honesty & integrity Enthusiasm Desire to lead Independence

Reward power

Stems from the authority to bestow rewwards on other people (managers)

Leadership

The ability to influence people toward the attainment of organizational goals

Remember #1

The attitudes and behaviors of leaders shape the conditions that determine how well employees can do their jobs; thus, leaders play a tremendous role in the organization's success

Country Club Management

Thoughtful attention to the needs of people for satisfying relationships leads to a comfortable, friendly organization atmosphere and work tempo

What did women score lower on?

Typically rated lower on developing a strategic perspective, which some people believe hinders women from advancement

Innovates

Women and men rated equally

Technical or Professional Expertise

Women and men rated equally

Builds Relationships

Women rated higher

Develops others

Women rated higher

Drives for results

Women rated higher

Inspires and Motivates others

Women rated higher

Team Management

Work accomplishment is from committed people; interdependence through a common stake in organization purpose leads to relationships of trust and respect

Leaderhship Grid

a two-dimensional leadership model that measures the leader's concern for people and concern for production to categorize the leader in one to five different leadership styles

Path-goal Theory

based on specifying a leader's style or behavior that best fits the employee and work environment in order to achieve a goal

The 2007-2008 crisis

can be blamed on leaders that grew overconfident and led their organizations astray

Transactional Leaders

clarify the role and task requirements of subordinates, initiate structure, provide appropriate rewards, and try to be considerate and meet the social needs of subordinates.

Referent power

comes from an individual's personal characteristics that command other's identification, respect, and admration so they wish to emulate that individual

Conformist

is a follower who participates actively in the organization but does not use critical thinking skills

Directing style

is a highly dictating style and involves giving explicit directions about how tasks should be accomplished

Contingency Approaches

is a model of leadership that describes the relationship between leadership styles and specific situations

Alienated follower

is a person who is an independent, critical thinker but is passive in the organization

Information

is a primary business resource, and people who have access to information and control are typically more powerful

Neutralizer

is a situational variable that counteracts a leadership style and prevents the leader from displaying certain behaviors

Substitute for Leadership

is a situational variable that makes a leadership style redundant or unnecessary

Passive Follower

is characterized by a need for constant supervision and prodding by superiors. Often regarded as laziness; a passive person does nothing that is not required and avoids added responsibility

Supporting style

is one where the leader shares ideas with subordinates, gives them a chance to participate, and facilitates decision making

Passive follower

is one who exhibts neither critical independent thinking nor active participation

Initiating success

is the degree of task behavior; that is, the extent to which the leader is task oriented and directs subordinate work activities to goal attainment

Influence

is the effect that a person's actions have on the attitudes, values, beliefs, or behavior of others

Fiedler's Contingency Theory

is the extent to which the leader's style is task oriented or relationship (people) oriented; Fiedler considered a person's leadership style to be relatively fixed and difficult to change

Power

is the potential ability to influence the behavior of others

Hard power

is the power that stems largely from a person's position of authority and includes legitimate, reward, and coercive power

Situational model of leadership

links the leader's behavioral style with the readiness level of followers; approach focuses on the attention of followers in determining appropriate leadership styles

Uncritical thinking

means failing to consider posibilities beyond what one is told, accepting other's ideas without thinking

Authentic Leadership

refers to individuals who know and understand themselves, who espouse and act consistent with higher-order ethical values, and who empower and inspire others with their openness and authenticity

Ability

refers to the amount of knowledge, experience, and demonstrated skill a subordinate brings to the task

Coercive power

the authority to punish or recommend punishment (demote employees, criticize them, or withhold pay increases)

Traits

the distinguishing personal characteristcs of a leader, such as intelligence, honesty, self-confidence, and even appearance

Servant Leadership

transcends self-interest to serve others, the organization, and society

What do employee-centered leaders focus on

» human aspects of subordinates' problems » building effective work groups with high performance goals

Remember this #2

• Alan Mulally applied both skilled management and good leadership in his turnaround of Ford Motor Company • Management promotes stavility and efficient organizing to meet current commitments, whereas leadership often inspires engagement and organizational change to meet new conditions • Leadership and management reflect 2 different sets of qualities


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