Chapter 15 - Notes from class

Types of Power

-Legitimate power
-Reward power
-Coercive power
-Expert power
-Informational power
-Referent power
-Persuasive power
(positional or personal)
(authority or partisan)

Grace Hopper said

You manage things, you lead people

Four approaches to leadership

1. Level 5 leadership: Jim Collins (good to great)
2. Servant Leadership
3. Authentic
4. Transformational v. Transactional

Level 5 Leadership

- Lack of ego (humility)
- Fierce resolve to do what is best for the organization
- Shy and self-effacing
- Credit other people
- Locus of control
- Window-mirror : when things go great, the level 5 leader looks out the window and attribute success to the people. When things go wrong he looks inside at himself and blames himself for what when wrong

Servant Leadership

- Work exists to develop the worker
- Servant leaders transcend self-interest to serve others
- Servant leaders give away power
- Approach improves attitudes, performance, and loyalty
Lao-Tzu - "we have done it"

Authentic Leadership

- Leaders who know and understand themselves
- Espouse and Act with higher order ethical values
- Staying true to one's beliefs
o Self awareness management

Transformational leadership

- "Lead People" : People-oriented
- Inspire people - Vision - Mission
- Aggressive, but Achievable Goals
- Mentorship: Culture of motivation and personal growth

Transactional Leadership

- "Manage things" : task-oriented
- Complacency
- Micromanagement

What things are corrosive to the unit

Cynicism, sarcasm, negativity

Can you re-engage "alienated" followers?

Yes!

Fiedler Contingency Theory

Contingencies:
- Measuring leader-member relationships (how well is the leader liked)
- Task structure (self-efficacy)
- Leader position power

Biggest critique of the Fiedler

It implies that a leader is incapable of applying different styles to fit the prevailing situation

Hersey-Blanchard situational leadership model

Four leadership styles:
1. Telling
2. Selling
3. Participating
4. Delegating

assess follower readiness based on

ability, motivation, efficacy

Low readiness

Employee is low ability, unmotivated and low self-confidence, so this person would need Telling leadership style

High readiness

Employee is High ability, highly motivated, and highly confident, so this person would need a delegating leadership style

Substitues for leadership

variables that make leadership unnecessary for subordinates and reduce the extent to which subordinates rely in their leader

Characteristics of the subordinate (substitutes)

· Ability, professional orientation

Characteristics of the task (substitutes)

· Routine
· task provides its own feedback
· Task that is intrinsically satisfying

Characteristics of the organization (substitutes)

· Cohesive work groups
· Organizational formulation: Clear job goals
· Self-managed Work Teams: employees rely on each other not their leader

Neutralizers to leadership

Variables which weaken, or block leader influence on subordinate outcomes

Characteristics of the subordinate (neutralizers)

Subordinates are indifferent when it comes to rewards

Characteristics of the organizations (neutralizers)

Subordinates rewards are not the leader's decision

Delegating is a

leadership substitute

HERO

- Hope : Having the will and the way
- Efficacy : Confidence
- Resiliency : Bouncing back and beyond
- Optimism : Positive attributions and future expectations

% of happiness that is up to you

40%