Mgmt 484 chapter 1

Henry Mintzberg

"A theorist who argued that a manager in a firm needs to carry out certain roles. He identified three min roles and these are interpersonal roles, information roles and decision-making roles."

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."

Frustrations of leaders

- Too much uncompensated work time. - Too many problems. - Not enough authority to carry out responsibility. - Loneliness. - Too many problems involving people. - Organizational politics. - The pursuit of conflicting goals. -being perceived as unethical -job fatigue and burnout

Henry Mintzberg's Leadership roles

-Figurehead -spokesperson -negotiator -coach and motivator -team builder -team player -technical problem solver -entrepreneur -strategic planner -executor

Satisfactions 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

Leadership deals with which of the following?

-change -inspiration -motivation -influence -people -emotional intelligence

Leadership process elements include

-leader -group members -context of the situation

Robert E. Kelley essential qualities of effective leaders

-self management -commitment -competence and focus -courage

List of substitutes for leadership

1. Closely knit teams of highly trained individuals 2. Intrinsic satisfaction (so engaged in work Bc they enjoy it) 3. Information technology (use computers to take over leadership functions) 4. Professional norms (honest job)

Skills development

1. Conceptual info and behavioral guidelines 2. Conceptual info demonstrated by examples and brief descriptions 3. Experiential exercises 4. Feedback 5. Practice in natural settings

Figurehead specific behaviors

1. Entertaining clients and customers 2. Available to outsiders as a representative 3. Serving as an official rep at gatherings 4. Escorting official visitors

Barbara kellerman types of followers

1. Isolates (completely detached/don't care) 2. Bystanders ( free riders, typically detached until self interest ) 3. Participants (Shows enough engagement/active followers) 4. Activists (Engaged, heavily invested) 5. Diehards (Super engaged, asset or liability, go down for own cause)

Leadership effectiveness equals combined influence of the three sets of factors

1. Leader characteristics, behaviors, and style (inner qualities) 2. Group member characteristics and behavior (activities engaged in) 3. Context internal and external (how effective the leader will be Bc of group members)

Executor Role

1. Make things happened translate plans into actions 2. Making change happen 3. Holding people accountable

Technical problem role

1. Serving as technical expert 2. Performing individual contributor tasks on a regular basis like sale calls or repairs

Strategic planner activities

1. Setting a vision 2. Helping deal with external environment 3. Being a thought leader in the sense of the organization being respected 4. Helping with organizational policies

2 major arguments that formal leadership doesn't make a difference

1. Substitute ma for leadership 2. Leadership can be irrelevant

Anti-Leadership Argument

1. Substitutes exist for leadership 2. Leaders can be irrelevant 3. Organizational systems are far too complex

spokesperson keeps 5 groups of people informed

1. Upper level 2. Clients and customers 3. Other important outsiders 4. Professional colleagues

A leader is responsible for __________ company performance

15%-45%

Study findings have shown the leaders activities to have a what percentage of achieving a positive outcome

66%

Integrative process model

A leadership provides 2 implications: 1: context influences at any given moments 2. A process with interpersonal and interpersonal mechanisms

Context influences at any given time

An external stimuli that may impact nature of leadership

Negotiator 4 illustrative activities

Bargaining with: 1. Superiors for funds, equipment, facility 2. Suppliers and vendors for services, schedules, delivery times 3. Other units in the organization for sale stuff as 1 4. Job candidates about compensation and benefits

team builder role

Build an effective team by: 1. Ensuring that team members are recognized for achievements 2. Imitating activities contributing to group morale 3. Holding meetings

coach and motivator (leadership role)

Coach and motivate team members by 1. Informally recognize achievements 2. Providing feedback 3. Ensuring team members they're informed 4. Implement rewards and punishments 5. Inspiring

Strategic planner role

Concerned with shaping the future of the organization or a unit within it

Flexible Leadership Theory

Developed by Gary Yukl; Organizational performance is stronger when the influence of middle- and lower-level leaders on on important decisions is commensurate with their unique, relevant knowledge. Involving leaders throughout the organization in making decisions improves company performance - if the leaders are knowledgeable about the problem to be resolved.

Bruce Avolio

Emphasizes that leadership is a function of both the leader and the led and complexity of the context

substitutes for leadership

Factors in the work environment that provide guidance and incentives to perform, making the leader's role almost superfluous

Center on leadership and ethics duke university

Found leadership can make a difference but only if they are perceived to be responsible and inspirational

Emergent Leadership

Group members who significantly influence other group members even though they have not been assigned formal authority

A process with interpersonal and intrapersonal

Interpersonal: impact of the leader on behavior of others Intrapersonal: leaders traits and emotions

Basic assumption underlying the framework

L= f (1 or I, gm , s)

Leadership versus Management

Leader: Visionary, passionate, creative, inspiring, innovative, imaginative, warm, acts like a coach/teacher, focuses on uplifting ideas, produces change, Does the right things. Manager: Rational, order, persistent, analytical, deliberative, authoritative, acts like a boss, focuses on plumbing, implement the vision, Does things right.

Jim Collin's Level 5 Leadership

Level 1: Highly Capable Individual Level 2: Contributing Team Member Level 3: Competent Manager Level 4: Effective Leader Level 5: Great Leader

Framework for understanding leadship

Major sets of variables that influence leadership effectiveness

negotiator role

Make deals with others for needed resources so

John P. Kotter

Managers must know how to lead as well as manage

Gail T. Fairhurst and Mary Uhl-Bien Explain that Leadership Is

Not a trait or behavior of an individual, but a phenomenon generated in the interactions among people acting in a generated setting.

Leading is a major part of a managers role yet they must also do what

Plan, organize, and control

Given setting

Refers to the context of the relationship

team player role

Same as team builder plus 1. Appropriate personal conduct 2. Cooperating 3. Displaying loyalty for decisions and plans

Individuals within a team may serve as leaders, both informally and formal assignment (T or F)

T

T or F assumption leaders affect organizational performance so replace them as a solution

T

Warren Bennie collaboration

Team based orgs require a new kind of Alliance between leaders and the led

Jeffrey Pfeffer theorizes

That leader ship is irrelevant to most organizational outcomes, rather the situation that must be carefully analyzed (ex: smartphones were more essential to outside force)

J Richard Hackman and Ruth wageman question

Under what conditions leaders make a difference? Example is crisis mode

James kouzes and Barry posner study

What would be more essential? Social skills or internet skills-72% said social

spokesperson

being the official person to give out information

James Kouzes and Barry Posner predict that you will associate leaders with factors such as:

change, crisis, and innovations

Leadership can be irrelevant

factors outside the leader's control have a larger impact on business outcomes than do leadership actions -new leaders with same values -limited resources -Jim Collins -people lead themselves

leadership effectiveness

refers to attaining desirable outcomes such as productivity, quality, and satisfaction in a given situation

Leadership

the ability to inspire confidence and support among the people who are needed to achieve organizational goals

entrepreneur role

the decisional role managers play when they adapt themselves, their subordinates, and their units to change 1. Reading trade publications/keep updated on industry 2. Talking with customers to keep aware 3. Getting involved outside the unit for ways to improve like visiting other firmed

A key force driving the new paradigm of collaborative leadership is:

the hyperconnected organizational world.

Figurehead role

the interpersonal role managers play when they perform ceremonial duties

Organizational systems are far too complex

to attribute success to leadership; forces outside the leader's control determine a company's fate