NL310 12 Week

Effectiveness

(different from performance) -involves making judgments about the adequacy of certain behavior with respect to certain criteria

Principles of Effective Delegation

-Decide what to delegate -decide whom to delegate to -make the assignment clear and specific -allow for autonomy while monitoring performance -give credit, not blame

Steps of Coaching

-Forging a Partnership built on trust and respect -inspiring commitment by conducting GAPS Analysis (Goals, Abilities, Perceptions) -Growing skills by creating and developing coaching plans -promoting persistency by helping follower stick to plans -transferring skills in learning environment

Coercive Power

-Potential to influence others through administration of negative sanctions or the removal of positive events -reliance on coercive power has limitations

Research shows that leaders who rely on referent and expert power have subordinates who

-are more motivated and satisfied -are absent less -perform better

Legitimate Power

-depends upon a person's organizational role or his or her formal or official authority -allows exertion of influence through requests or demands deemed appropriate by virtue of role or position

Operant approach correct

-find out what followers find rewarding and punishing -be wary of creating inequity -administer contingent rewards and punishments

Delegating

-gives responsibility for decisions to those individuals most likely to be affect by or to implement the decesion -concerned with autonomy, responsibility and follower development

Reward Power

-involves potential to influence others through control over desired resources -joint function of leader, followers, and situation

Empowerment

-leaders who wish to empower employees should delegate leadership and decision making -equip followers with resources and skills to succeed

leader motives extra

-leaders with relatively uninhibited in need for power use power impulsively -leaders with high need for power but low activity inhibition may be successful short term, but remainder of organization pay high costs for this success -Followers can have high need for power, causing tension between leader and follower

Motivation to manage

-maintain good relationships with authority -wanting to compete for recognition and advancement -being active and assertive -wanting to exercise influence over subordinates -visibly different from followers -willing to do routine admin tasks

Good Coaches: (Peterson and Hicks model)

-orchestrate rather than dictate development -help clarify followers' career goals -identify and prioritize development needs -create and stick to development plans -create environments that support learning and coaching -have well-developed skills and determine where follower is in coaching process

Problems with reward power

-overemphasizing perfromance rewards lead to resent and manipulated feeling -extrinsic rewards (praise or compensation) may not have same effects behaviorally as intrinsic rewards (personal growth and development) -rewards may produce compliance, but not commitment

Reasons to Avoid Delegation

-takes leaders too much time in short run -reduces leader's direct control (risky) -leaders fear job not done properly -leaders resist delegating task that has power (deisirable) -may feel guilty (people are busy)

People selct influence tactics as a function of their power relationship with another person

...

Needs that Drive Employees who perform Non-Routine Work

Autonomy Mastery Meaning

amount of power followers have in work situations can OR cannot vary dramatically

CAN vary dramatically

Power

Capacity to produce effects on others or the potential to influence others -function of leader, follower and situation -does not need to be exercised to have effect -attributed to others on basis and frequency of influence tactics they use

Influence

Change in a target agent's attitudes, values, beliefs or behaviors as a result of influence tactics

5 Sources of Power

Expert Referent Coercive Reward Legitimate

Followers are happier when their leaders frequently delegate tasks (T/F)

F: ("not necessarily true")

(True/False) Holding a position and being a leader are synonymous

FALSE: effective leaders often intuitively realize they need more than legitimate power -followers use their legitimate power, job description, bureaucratic rules etc to influence leaders

High need for power or motivation to manage guarantees success (True/False)

False

Leaders can usually exert more power during a period of relative calm than a crisis (True/False)

False

4 Developmental Stages of Groups

Forming: Storming Norming Performing

Why Delegating is Important

Frees Time for the leader to perform other activities -Develops folloers by providing them with experience -Strengthens the organizations (subordinates are trusted) increase job satisfaction

Empowerment

Give people autonomy and latitude to increase their motivation for work

Job Satisfaction

How much one likes a specific kind of job or work activity

Components of Feedback Skills

Knowledge Compenent: when where and what feedback to give Behavioral Component: Concerns how feedback is given (specific, descriptive, direct, helpful) Evaluative Component

Miners Sentence Completion Scale

MSCS: measures person's motivation to manage -can predict leader success in hierarchical or bereaucratic organizations

Macro psychological Components

Motivation learning stress

Five Motivational Approaches

Motives or Needs Achivement Orientation Goal Setting Operant Approach Empowerment

Development Plan Checklist

Objectives Criteria for Success Action steps Seek Feedback and support Stretch assignments Resources: books, seminars Reflect with Partner

Criterion Contamination (Team or Organizational effectiveness)

Occurs when effectiveness measures are affected by factors unrelated to follower performance

Pygmalion effect (goal setting)

Occurs when leaders express high expectation for followers -expectations alone can lead to higher-performing followers and teams

Golem Effect

Occurs when leaders have little faith in their followers ability to accomplish goal -expectations create self fulfilling prophecy of low performance

Influence tactics

One Person's actual behaviors designed to change another person's attitudes, beliefs, values, or behaviors -apart from leaders, followers can also wield power and influence over leaders and each other

Maslow's Hierarchy of needs

Physiological needs (Survival) Safety Needs (Security) Belongingness and love needs (Affliliation) Esteem Needs Self-Actualization

Performance Management Cycle: proficient in these to accomplish goals

Planning Monitoring Evaluating

Referent Power

Potential influence one has because of the stregth of the relationship between the leader and the followers -takes time to develop and can be lost quickly -Desire to maintain referent power may limit leader's actions in situation (popularity) -stronger relationships, more influence both ways

Coaching

Process of equipping people with the tools, knowledge and opportunities they need to develop themselves and become more successful

9 Influence Tactics

Rational Persuasion Inspiration appeals Consultation Ingratiation Personal appeals exchange Coalition tactics Pressure Tactics Legitimizing tactics

OPERANT APPROACH Reward Punishment Contingent Noncontingent

Reward: consequence that increases the liklihood that a behavior will be repeated Punishment: administration of acersive stimulus or withdrawal of something desirable to decrease the liklihood of repeating a particular behavior Contingent: rewards and punshments are administered as a consequence of behavior Noncontingent: rewards and punishments are not associated with a particular behavior

SMART Goals

Specific, Measurable, attainable, realisitc, time bound Goals should be specific, observable, attainable, challenging, supported by actual commitment, followed by feedback

Good Leaders are those who create successors, and coaching may be the best way to make this happent (T/F)

T

Leaders who delegate more frequently often have higher perfroming businesses (T/F)

T

Leaders with only coercive or legitimate power tend to use coalition, legitimizaing or pressure tactics T/F?

T

referent power leaders do not use legitimizing or pressure tactics T/F

T

Projective Personality Test

Thematic Apperception Test can assess the need for power -need for power is found to be positively related to various leadership effectiveness criteria

Followers that use coercive power to influence a leader's behavior have a high amount of referent power (True/False)

True

High need for socialized power and high level of activity inhibition may be required for long-term leadership success (True/False)

True

followers often can use a wider variety of influence tactics than the leader. (True or False)

True

Planning

Understanding teams goals, role of followers need to play in accomplishment, context to which followers operate and behaviors they need to exhibit for success

Exchange

When a target is influenced through the exchange of favors

Coalition Tactics

When agents seek the help of others to influence target

Consultation

When targets are asked to participate in planning an activity

Pressure Tactics

When threats or persistent reminders are used to influence

Individuals with large amount of power may successfully employ

a wider variety of influence tactics

Motivation

anything that provides direction, intensity, and persitence to behavior -inferred from behavior, not observable

Followers with relatively more referent power than peers

are often spokespersons for units and have more freedom to deviate from work norms

Performance

behaviors directed toward the firm's mission slash goals or the products and services resulting from those behaviors

Extinction

behaviors that are not rewarded may eventually be eliminated

Leaders with high amounts of power can

cause fairly substantial changes in subordinates attitudes and behaviors

Operant Approach

change rewards and punishments to change behavior

Followers can exercise reward power over leaders by

controlling scarce resources -modifying level of effort based on the leader's performance

Leaders can use reward power effectively by

determining what rewards are available and most valued -establishing policies for fair and consisten administration of rewards for good performance

Group Roles

expected behaviors in job or position

Employee Engagement (replaced job satisfaction)

extent to which people are absorbed with, committed to, and enthusiastic about their assigned works (form of productivity)

Additive task

group output = combo of individual inputs

Empowered employees

have latitude to make decisions are are comfortable believe what they do is important are seen as influential

Process loss

inefficiencis created by more and more people working together

some followers may exert relatively more

influence than the leader in certain situations

Needs

internal states of tension or arousal, or uncomfortable states of deficiency that people are motivated to change

Personalized Power

is exercised for personal needs by selfish, impulsive, uninhibited individuals who lack self control

Socialized Power

is used for the benefit of others or the organization and involves self sacrifice

Leader's Span of Control

large= more directive and more impersonal

Improve Feedback skills by

making sure feedback is helpful be direct, specific and descriptive be timely and flexible provide positive and negative feedback avoid blame/embarrassment

Punctuated Equilibrium

mid life crisis and re-examination of project team success

satisfied workers engae in

organizational citizenship behaviors

Expert Power

people are able to influence others with their relative expertise on subject mater -followers may have more expert power than leader at times, and therefore leader needs to use more than just expert power

Leader Motives

people vary in their motivation to influence or control others

Achievement orientation

possess certain personality traits

Evaluating

prociding summary feedback on job performance

Providing constructive feedback helps foster growth supervisory feedback can build morale

provider must: be clear about purpose choose appropriate context and medium for giving feedback send proper non verbal sgnals detect emotional signals from recipient be somewhat assertive

social loafing

reduced effort when not individually accountable

Motives or needs

satisfy need to change behavior

Micro psychological components

self-determination meaning, competence, influence

Goal Setting

set goals to change behavior

cliques in larger groups

subgroups sharing same goals, values and expectations (larger influence in group)

leader behavior

tak role/relationship role

Influence can be measuered by

the behaviors or attitudes by followers as a result of their influence tactics

Monitoring

tracking follower performance, sharing feedback on goal progress, and providing resources/coaching

Group

two or more people interacting in manner that influence each other -reciprocal influence with leader and follower

Inspiration Appeals

when a request or proposal is designed to arouse enthusiasm or emotion in targets

Personal appeals

when a target is adsked to do a favor out of friendship

Legitimizing Tactics

when agents makes requests based on authority or position

Ingratiation

when an agent attempts to get a target in a good mood before making request

Rational Persuasion

when logical arguments or facts are used to influence others

social facilitation

working with others increses effort/output