MAN4143 Midterm

Leadership

Leadership

the process of influencing an organized group toward accomplishing its goal

Leadership words

risk taking, dynamic, creative, change, and vision

Management words

efficiency, planning, paperwork, procedures, regulations, control, and consistency

The Interactional Framework for Analyzing Leadership

a framework that depicts leadership as a function of three elements; the leader, the followers, and the situation

Leader in Interactional Framework

individual aspect of the leadership equation, such as personality, position, expertise

Followers in Interactional Framework

collaborators with leaders in the work of organizations that affect values, norms, and cohesiveness

Situations in Interactional Framework

the contexts of how leaders and followers interact through tasks, stress, and environment

The Action-Observation-Reflection Model (AOR)

a model that shows that leadership development is enhanced when the experience involves three different processes; action, observation, and reflection

Spiral of Experience

the most productive way to develop as a leader

Perceptual Set

Tendency to perceive on thing and not another

Halo Effect

tendency to attribute additional positive characteristics to someone who has one salient quality

Attributions

the explanations we develop for the characteristics, behaviors, or actions to which we attend

Fundamental Attribution Error

overestimating dispositional/internal causes and underestimating external causes when others fail

Self-Serving Bias

making external attributions for our own failures, yet making internal attributions for our successes

Self-Fulfilling Prophecy

when our expectations play a casual role in bringing about the events we predict

Pygmalion Effect

higher expectations lead to increased performance

Golem Effect

lower expectations lead to poorer performance

Galatea Effect

power of self expectations

Single-Loop Learning

learners seek little feedback that may comfort their fundamental ideas

Double-Loop Learning

willingness to confront your own views and an invitation for others to do so

Action Learning

the use of actual work issues and challenges as a developmental activity itself.

Developmental Planning

provide a methodology to improve behavior while going about regular work activities

Coaching

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

Mentoring

provides valuable perspectives and insights through close association with an experienced person willing to take you under their wing

Your First 90 Days as a Leader

roadmap for leadership positions

Before You Start

perhire data gathering and posthire activities

The First Day

meet your boss and meet your entire team

The First Two Weeks

meet team members, meet peers, meet stars, and other meetings

The First Two Months

obtain external perspectives, strategy, structure, and staffing, socialize decisions, get feedback

The Third Month

establish culture, team off-site: values, strategy, operating rhythm, Improvement areas, subteam analyses

Power

the capacity to produce effects on others or the potential to influence others

Expert Power

power of knowledge

Referent Power

influence due to relationships between the leader and the followera

Legitimate Power

depends on a person’s organizational role

Reward Power

the potential to influence others due to one’s control over desired resources

Coercive Power

influence through administration of negative consequences

Rational Persuasion

when an agent uses logical arguments or factual evidence to influence others

Inspirational Appeals

when an agent makes a request or proposal designated to arouse enthusiasm or emotions in target

Consultation

when agents ask targets to participate in an event

Ingratiation

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

Personal Appeals

when an agent asks you to do a favor out of friendship

Coalition Tactics

when agents seek the aid or support of others to influence the target

Pressure Tactics

when an agent uses threats or persistent reminders to influence targets

Legitimizing Tactics

when agents make requests based on their position or authority

The Great Man Theory

leaders and followers are fundamentally different

The Five-Factor Model of Personality (OCEAN)

openness to experience- imaginative, broad-minded

conscientiousness- self-efficacy, orderly

extraversion- outgoing

agreeableness- trusting, charming

neuroticism- anxious, moody

Personality Traits

explains why people act fairly consistently from one situation to another, on a continuum where people vary

Personality Types

explains people’s day-to-day behavioral patterns, thought of as a discrete category

Myers-Briggs Type Indicator

most popular personality type assessment using four dimensions: extraversion-introversion, sensing-intuition, thinking-feeling, and judging-perceiving

Emotional Intelligence- Jack Mayer and Peter Salovey

the ability to perceive emotions, access and generate emotions so as to assist thought, understand emotions and emotional knowledge, and reflectively regulate emotions so as to promote emotional and intellectual growth.

Mayer, Salovey, and Caruso’s Emotional Intelligence Test (MSCEIT)

a measure of the ability model of emotional intelligence, asks subjects to recognize the emotions depicted in pictures.

Emotional Intelligence- Reuven Bar-on

an array of non-cognitive capabilities, competencies, and skills that influence one's ability to succeed in coping with environmental demands and pressures.

Emotional Intelligence- Daniel Goleman

The capacity for recognizing our own feelings and those of others, for motivating ourselves, for managing emotions well in ourselves and in our relationships

Emotional Competency Inventory Model

developed by Goleman, consists of 10 questionnaires.

Triarchic Theory of Intelligence

focuses on what a leader does when solving complex mental problems, such as how information is combined and synthesized when solving problems, what assumptions and errors are made, and the like; analytical intelligence, creative intelligence, and practical intelligence

Analytical Intelligence

academic problem solving and computation

Creative Intelligence

Imaginative and innovative problem solving

Practical Intelligence

street smarts and common sense

Leadership Pipeline

a model for explaining where leaders need to spend their time, what they should be focusing on and what they should be letting go, and the types of behaviors they need to exhibit as they move

Leadership Grid

profiles leader behavior on two dimensions: concern for people and concern for production

Country Club Management

high concern for people, low concern for results

Team Management

high concern for people, high concern for results

Impoverished Management

low concern for people, low concern for results

Authority-Compliance Management

high concern for result, low concerns for people

360-Degree

feedback instrument from self, boss, peers. and direct results

Credibility

the ability to engender trust in others, one of the most important components of leadership success

The Two Components of Credibility

expertise and trust

Credibility Matrix

Chart to place individuals in a high or low expertise/ trust

Active Listening

full attention and engaging in the conversation with verbal communication

Passive Listening

not focused or understanding the speaker

Attentive Listening

interested and thinks about the message in their own head

Ohio State Study

asks if leaders who exhibit high levels of both task and people-oriented behaviors are more effective than those who exhibit only task or people-oriented

Michigan Study

asks who tends to be more effective in helping a group to accomplish its goals: job or employee-centered leaders

Assertiveness

standing up for your own rights, or your groups rights, in a way that also recognizes the concurrent right of others to do the same

Alienated Followers

followers that point out all the negative aspects of the organization to others

Conformist Followers

followers that are the “yes people” of organizations

Pragmatist Followers

followers that are rarely committed to their group’s work goals, but they have learned to not make waves

Passive Followers

followers that rely on the leader to do all the thinking

Exemplary Followers

followers that present a consistent picture to bother leaders and coworkers of being independent, innovative, and willing to stand up to superiors