Module 7 - Chapter 14

The voluminous data gathered from the free-observation logs were then reduced through the Delphi technique (a panel discussion with anonymous conclusions based on composite feedback from the group and several iterations) into 12 categories with observable behavioral descriptors,These empirically derived behavioral descriptors were then conceptually collapsed into the four managerial activities, Briefly summarized, these activities are as follows:

- Communication. This activity consists of exchanging routine information and processing paperwork. - Traditional management. This activity consists of planning, decision making, and controlling. - Human resource management. This activity contains the most behavioral categories: motivating/reinforcing, disciplining/punishing, managing conflict, staffing, and training/developing. - Networking. This activity consists of socializing/politicking and interacting with outsiders

When it comes to the skills that leaders need, There are many lists of such skills in the practitioner-oriented literature. For example, one such list of suggested leadership skills critical to success in the global economy includes the following:

- Cultural flexibility. In international assignments this skill refers to cultural awareness and sensitivity. - Communication skills. Effective leaders must be able to communicate—in written form, orally, and nonverbally. - HRD skills. Because human resources are so much a part of leadership effectiveness, leaders must have human resource development (HRD) skills of developing a learning climate - Creativity. Problem solving, innovation, and creativity provide the competitive advantage in today's global marketplace - Self-management of learning. This skill refers to the need for continuous learning of new knowledge and skills.leaders must undergo continuous change themselves. They must be self-learners.

Also, firms developing leaders and seeking to retain them should be aware of what is called the_______________________________ where job hopping by an effective leader can lead to defections and attrition among the subordinates who were under the departed leader.

"Pied Piper effect"

Another example of new leadership in action is Ricardo Semler, CEO of the innovative Brazilian firm Semco. He has no organization chart and allows his employees to choose who they want to work for:

"We want people to follow their instincts and to choose as bosses people they respect—even if they don't like them."

It should be noted that many managers aspire to success rather than being effective. One reason is that personal pride and mobility are at stake. Bedeian and Armenakis note what they call the ______________________________________ in which organizations in decline lose their best employees first, leaving behind the "dreck," which then floats to the top. Consequently, although being successful as opposed to effective may seem less desirable to the organization, from an individual manager's perspective, it may be part of an effective career strategy.

"cesspool syndrome,"

Zand suggests that the three primary areas to be developed are knowledge, trust, and power, which he refers to as the _____________________________.

"leadership triad"

The goal of effective coaching is to move away from the concept that "managing equals controlling" and forward to the idea that ____________________________________________________. It is the partnership and the climate that are the keys to effective coaching development systems.

"managing equals creating a context for coaching."

When in comes to what do effective managers do, To overcome as many of the obstacles and disagreements as possible, for a sample of the managers, the study used a combined effectiveness index that represented the two major—and generally agreed upon—criteria of both leadership theory/research and practice:

(1) getting the job done through high quantity and quality standards of performance, (2) getting the job done through people, requiring their satisfaction and commitment

One analysis explains that in these turbulent times characterized by high stress and financial concerns that there are 10 qualities that help make great leaders and shape managerial successes. They include:

(1) honesty, (2) ability to delegate, (3) communication, (4) sense of humor, (5) confidence, (6) commitment, (7) positive attitude, (8) creativity, (9) intuition, (10) ability to inspire.5

Another observation is that organizational leaders now must have at least three "faces":

(1) manager (disciplined, rational, organizing, controlling, intellect, strategic, decision maker); (2) artist (curious, independent, creative, emotional, innovator); (3) priest (ethical, pure, empathetic, inspiring, comforting, transcendent)

Contemporary Leadership Development Approaches, One modern approach to leadership development is centered on competencies. In this approach, there are three ways that competencies have been derived:

(1) research based, (2) strategy based, (3) values based

Taking a contingency approach to recognize situational variables, Hersey and Blanchard incorporated the maturity of the followers into their model. The level of maturity is defined by three criteria

1. Degree of achievement motivation 2. Willingness to take on responsibility 3. Amount of education and/or experience

Whetten and Cameron Model of Personal Skills

1. Developing Self-Awareness 2. Managing Stress 3. Solving Problems Creatively 4. Communication Supportively 5. Gaining Power and Influence 6. Motivating others 7. Managing Conflict

Through statistical techniques, the results of the various research studies were combined into the following four categories of effective leadership skills:

1. Participative and human relations (for example, supportive communication and team building) 2. Competitiveness and control (for example, assertiveness, power, and influence) 3. Innovativeness and entrepreneurship (for example, creative problem solving) 4. Maintaining order and rationality (for example, managing time and rational decision making)

Although they recognize that there may be other important situational variables, Hersey and Blanchard focus only on this maturity level of work group members in their model. The key for leadership effectiveness in this model is to match up the situation with the appropriate style. The following summarizes the four basic styles:

1. Telling style. This is a high-task, low-relationship style and is effective when followers are at a very low level of maturity. 2. Selling style. This is a high-task, high-relationship style and is effective when followers are on the low side of maturity. 3. Participating style. This is a low-task, high-relationship style and is effective when followers are on the high side of maturity. 4. Delegating style. This is a low-task, low-relationship style and is effective when followers are at a very high level of maturity.

Commenting on these various leadership skills identified through research, Whetten and Cameron note three characteristics:

1. The skills are behavioral. They are not traits or, importantly, styles. They consist of an identifiable set of actions that leaders perform and that result in certain outcomes. 2. The skills, in several cases, seem contradictory or paradoxical. For example, they are neither all soft- nor all hard-driving, oriented neither toward teamwork and interpersonal relations exclusively nor toward individualism and entrepreneurship exclusively. 3. The skills are interrelated and overlapping. Effective leaders do not perform one skill or one set of skills independent of others. In other words, effective leaders are multiskilled.

To get around this problem, Whetten and Cameron provide a more empirical derivation of effective leadership skills. On the basis of an interview study of more than 400 highly effective managers, the 10 skills most often identified were the following:

1. Verbal communication (including listening) 2. Managing time and stress 3. Managing individual decisions 4. Recognizing, defining, and solving problems 5. Motivating and influencing others 6. Delegating 7. Setting goals and articulating a vision 8. Self-awareness 9. Team building 10. Managing conflict

Avolio and Luthans in their book provide specific guidelines such as the following in order for leaders to be authentic and effective:

1. You must make sure that every follower fully understands the main message that guides the future direction you have chosen to pursue. 2. You must be consistent with your principles, beliefs, and values. 3. You need to provide appropriate reinforcing recognition for the contributions made by each follower. 4. Build ownership in the mission you are pursuing. 5. Build PsyCap (confidence, hope, optimism, and resiliency) in yourself and others. 6. Explore the future with others and help each other bring it to the present.

A survey asked American workers to name the most important trait for a person to lead them in today's environment.

Clearly ranked highest was leading by example and second was strong ethics and morals

_____________________________________ skills may be of considerable value in meeting the challenges of global competition, of information technology and knowledge management.

Human-oriented leadership

In leader/manager roles,(Mintzbergs Managerial Roles) there are three roles what are they...

Interpersonal Role Informational Role Decisional Role

What are the three roles in the Informational role?

Monitor Disseminator Spokesperson

this popular approach lacks sufficient evidence to predict leader effectiveness.

Situational Approach

What are the two major styles of the Lifecycle / Situational Approach?

Task Style - The leader organizes and defines roles for members of the work group; the leader explains the tasks that group members are to do and when, where, and how they are to do them. Relationship Style - The leader has close, personal relationships with the members of the group, and there is open communication and psychological and emotional support.

one's life course of events plays a big role in authentic leadership development (ALD), but also that life's both planned or unplanned "moments that matter" can be accelerated. Avolio and Luthans define ALD as:

The process that draws upon a leader's life course, psychological capital, moral perspective, and a "highly developed" supporting organizational climate to produce greater self-awareness and self-regulated positive behaviors, which in turn fosters continuous, positive self-development resulting in veritable, sustained performance. In other words, heredity, life events, and specific leadership experiences all affect one's life

Noted leadership researchers House and Podsakoff have summarized the behaviors and approaches of great leaders that they drew from modern theories (e.g., charismatic and transformational) and basic research findings as follows:

Vision Passion and Self Sacrifice Confidence, determination, and persistence Image building Role Modeling External representation expectations of and confidence in followers selective motive arousal Frame alignment Inspirational communication These 10 leadership behaviors and approaches are not specific styles per se, but cumulatively they probably represent the best evidence-based list concerning the most effective style of today's leaders/managers.

A panel of leadership experts agreed that leadership can be taught and learned.111 For example, in answering this question, Jay Conger, well-known leadership researcher and author, noted:

Work experiences, bosses, special projects, role models, education all play a role in leadership development. Using an analogy with sports, ... not everyone can become an outstanding player despite coaching, yet most will benefit and improve their "game." A few will go on to become stars or outstanding leaders given coaching, extensive experiences, and personal drive

Contemporary Leadership Development Approaches, Research-based competencies are derived from :

behavioral data gathered from successful leaders

Contemporary Leadership Development Approaches, The values-based model focuses on the :

company's cultural values, as interpreted by company leaders.

Leaders need to give special attention to the autonomy and feedback characteristics of their people's jobs. Autonomy involves

empowering their subordinates to make decisions and solve their own problems, in other words, giving them more control over their own job. Feedback can be built into some jobs, but leaders also must provide specific, immediate performance feedback to their people.

What are the roles in the decisional role?

entrepreneurial role disturbance handler resource allocator negotiator

In contrast to the leaders in the classical bureaucracies, leaders of today's organizations, "must be more

entrepreneurial; more accountable; more customer-, process-, and results-focused; biased toward action; empowering; communicative; technologically sophisticated; on fire about innovation and continuous improvement; strong in the use of guidance, suggestion, and influence; and sparing in the use of pure authority."

Jim Collins, the author of best-selling books, suggests that the key for companies transitioning from "good to great" is what he calls Level 5 leadership. Here is how he describes this style:

essence leadership is having an ambition for the cause of the work—the outcome, the company, the organization—above the self. And, at the same time, having the ferocious, frightening, terrifying willfulness to act on that ambition.

the managers were found to spend about a third of their time and effort in routine communication activities, a third in traditional management activities, a

fifth in human resource activities, and a fifth in networking activities.

What are the three roles in the interpersonal role?

figurehead role leader role liaison role

Implications from the Real Managers Study, Probably the major implication stems from the significant difference between the activities of successful and effective managers. The most obvious implication from this finding is that more attention may need to be given to

formal reward systems so that effective managers are promoted.

When in comes to what do effective managers do, effectiveness is defined as the perceived quantity and quality of the performance of a manager's unit and his or her work group members' satisfaction and commitment, then the biggest relative contribution to leadership effectiveness comes from the :

human-oriented activities—communication and human resource management.

In addition to this analogy is the view that great leaders must have energy, expertise, and integrity. Out of these three interacting gears of leadership, it is __________________________.

integrity that ensures that an organization is run in the right direction—with a view towards collective good rather than selfish motives. Therefore, it is the most nonnegotiable of the three elements. Henceforth, leaders ought not to be selected on the basis of the superficial qualities that have blinded us in the past. They must first pass the acid test of integrity.

Strategy-based competency models derive information from:

key informants regarding strategic company issues and directions

Briscoe and Hall argue for the need to go beyond these three with what they call "metacompetancies." Under this new approach, leaders would be trained utilizing a _________________________________. Continuous learning emphasizes flexibility and identity, so strong that the individual leader is able to "learn how to learn" and therefore adapt to continually changing circumstances as found in today's environment

learning-based model

when it comes to what do successful managers do, Of the four major activities, only networking had a statistically significant relationship with success. Overall, it was clear that __________________________ made the biggest relative contribution to manager success and, interestingly, human resource management activities made the least relative contribution.

networking

When in comes to what do effective managers do,intriguing finding from this part of the study, alluded to earlier, was that the least-relative contribution to the managers' measured effectiveness came from the ______________________________. This, of course, is in stark contrast to the results of the successful manager analysis

networking activity

Besides the implications for performance-based appraisal and reward systems and organizational culture, much can be learned from the effective managers in the study. In particular, it is important to note the relative importance that they gave to the human-oriented activities of communication and human resource management. The effective managers' day-to-day activities revolved around their:

people—keeping them informed, answering questions, getting and giving information, processing information, giving feedback and recognition, resolving conflicts, and providing training and development.

There does seem to be merit in identifying key individual differences that are predictive of success. For example, a study of male cadets in a military college indicated that:

physical fitness, prior influence experiences, and great self-esteem were predictive of effectiveness in later leadership roles

Managers The Real Managers Study, In the global arena, there are always confounding cultural variables. For example, there may be what has been called a "dark side" to leadership, which seems to be in evidence in many post-Communist countries. This negative side of leadership includes

power bases derived from the Communist era, which demanded loyalty at any cost.

Further, the growing world of ebusiness has spawned an entirely new kind of leader:

the e-boss, who focuses on speed, technology, high risk taking, and megaprofits in short periods of time.

Also relevant is the classic work done by Douglas McGregor, in which Theory X represents the _______________________________________ style of leadership and Theory Y represents an enlightened, _____________________________.

traditional authoritarian / humanistic style

Gallup asked about 10,000 followers of all ages in all types of jobs what they wanted from their organizational leaders. They clearly answered

trust, compassion, stability, and hope