IOPSY PPT REPORT - MIDTERMS - LESSON 5

● Employee well-being ● Organizational health

Goals of I-OPsy

TOP 3 PRIORITIES OF MODERN HR LEADERS

● HR Digitalization
● Continuous Performance Management
● Enhance Employee Experience

4 DRIVERS OF MOTIVATION FOR EMPLOYEES

1. Their manager is actively engaged in their success
2. Their manager cares about their professional development
3. They see how their work contributes to the bigger picture
4. Their impact is recognized and rewarded

CONTINUOUS PERFORMANCE MANAGEMENT

● This can address motivation drivers

6 essentials for HR leaders

○ Get involvement from everyone when mapping out the new approach
○ Don't just fiddle with the form
○ Take a hard look at your policy on Performance Management—and change it if needed
○ Link performance goals to business priorities
○ Focus on the skills not the process
○ Build in an audit of the quality of conversations

TRAIT THEORY OF LEADERSHIP

● postulates that successful leadership arises from certain inborn personality traits and characteristics that produce consistent behavioral patterns.

1800s Thomas Carlyle

○ people are born leaders

1940s - 1970s Ralph Melvin Stogdill

○ leadership = individual + social situation

1980s James Kouzes & Barry Posner

○ credibility is a key indicator of leadership skills: honesty, forward-looking, inspiring, competent

LEADER EMERGENCE

● people who become leaders possess traits or characteristics different from people who do not become leaders.

Motivation

● Individuals with high leadership motivation tend to obtain leadership experience and have confidence in their leadership skills (Chan & Drasgow, 2001).

Affective identity motivation

- a desire to be in charge and lead others

Noncalculative motivation

- for personal gain

Social-normative motivation

- out of a sense of duty or responsibility

Men as Leaders

○ Emerge equally in leaderless group discussions
○ Short-term groups
○ Low social interaction

Women as leaders

○ Emerge equally in leaderless group discussions
○ Long-term groups
○ High social interaction
○ Glass Ceiling Concept

Glass Ceiling Concept

- the invisible social barrier that prevents women from assuming the highest levels of leadership and power

LEADER PERFORMANCE

● Leaders who perform well possess certain characteristics that poorly performing leaders do not.

Traits

● Big 5 Personality Traits: all of the traits except neuroticism were positively related to leader performance.
● Self-Monitoring
● Leadership Excellence

Cognitive Ability

● Robert Sternberg's WISC Model of Organizational Leadership

Needs

● David Mclelland's Human Motivation Theory
○ Need for power
○ Need for achievement
○ Need for affiliation
● Leadership Motive Pattern
● Psychological Tests:
○ Thematic Apperception Test (TAT)
○ Job Choice Exercise (JCE)

○ Need for power
○ Need for achievement
○ Need for affiliation

David Mclelland's 3 Human Motivation Theory

Gender

● Men are more effective in situations traditionally defined in masculine terms
● Women are more effective as leaders in situations traditionally defined in less masculine terms

Person-oriented leaders

○ high in consideration, act in a warm and supportive manner, and show their concern for their subordinates.
○ believes that employees are intrinsically motivated
○ produces satisfied employees
○ women are more likely to be person-oriented

Task-oriented leaders

○ high in initiating structure
○ see their employees as extrinsically motivated
○ produces productive employees

best leaders

Leaders high in task and person orientation are _____________.

Leadership Opinion Questionnaire (LOQ)

- A test used to measure a leader's self-perception of their leadership style

Leader Behavior Description Questionnaire (LBDQ)

- A test used to measure perceptions of a leader's style by their subordinates

Fiedler's Contingency Model

○ A theory of leadership that states that leadership effectiveness is dependent on the interaction between the leader and the situation

Least-Preferred Coworker (LPC) Scale

○ A test used in conjunction with Fiedler's contingency model to reveal leadership style and effectiveness

Task Structuredness

● The variable in Fiedler's contingency model that refers to the extent to which tasks have clear goals and problems can be solved

Leader position power

● The variable in Fiedler's contingency model that refers to the extent to which a leader, by the nature of his or her position, has the power to reward and punish subordinates.

Leader-member relations

● The variable in Fiedler's contingency model that refers to the extent to which subordinates like a leader.

Leadership Match

● A training program that teaches leaders how to change situations to match their leadership styles.

informational, magnetic, position, affiliation, coercive, tactical

meaning of IMPACT

IMPACT THEORY

● A theory of leadership that states that there are six styles of leadership (informational, magnetic, position, affiliation, coercive, and tactical) and that each style will be effective only in one of six organizational climates.

Informational

● A style of leadership in which the leader leads through knowledge and information; most effective in a climate of ignorance

Magnetic

● A style of leadership in which the leader has influence because of his or her charismatic personality; most effective in a climate of despair

Position

● A style of leadership in which the leader influence others by virtue of their appointed or elected authority; most effective in a climate of instability

Affiliation

● A style of leadership in which the individual leads by caring about the others and that is most effective in a climate of anxiety

Coercive

● A style of leadership in which the individual leads by controlling reward and punishment; most effective in a climate of crisis

Tactical

● A style of leadership in which a person leads through organization and strategy; most effective in a climate of disorganization

FOUR LEADERSHIP STRATEGIES

1. Find a climate consistent with your leadership style.
2. Change your leadership style to better fit the existing climate.
3. Change your followers' perception of the climate.
4. Change the actual climate

HOUSE'S PATH-GOAL THEORY

● A theory of leadership stating that leaders will be effective if their behavior helps subordinates achieve relevant goals.

Instrumental Style

● In the path-goal theory, a leadership style in which the leader plans and organizes the activities of employees.

Supportive Style

● In the path-goal theory, a leadership style in which leaders show concern for their employees.

Participative Style

● In the path-goal theory, a leadership style in which the leader allows employees to participate in decisions.

Achievement-oriented Style

● In the path-goal theory, a leadership style in which the leader challenging goals and rewards achievement.

HOUSE AND MITCHEL (1974)

● Recognize the needs of subordinates and work to satisfy those needs
● Reward subordinates who reach their goals
● Help subordinates identify the best paths to take in reaching particular goals
● Clear those paths so that employees can reach their goals

SITUATIONAL LEADERSHIP THEORY

● developed by Hersey and Blanchard (1988)
● focuses on the relationship between a leader and a follower
● states that effective leaders must adapt their style of leadership to fit both the situation and the followers

Leader

● Uses one of the four behavioral styles

○ Delegating ○ Supporting ○ Directing ○ Coaching

4 behavioral styles

Follower

● The most important follower characteristic is follower readiness

○ R1: Unable and unwilling or insecure
○ R2: Unable but willing or confident
○ R3: Able but unwilling or insecure
○ R4: Able and willing or confident

4 categories in readiness level

Leader-member exchange (LMX) theory

● A leadership theory that focuses on the interaction between leaders and subordinates.

Conceptualize, Hear, Agenda, Nexus, Guide and Govern, Engage and Execute

- meaning of CHANGE

AUTHENTIC LEADERSHIP THEORY

● a leadership theory stating that leaders should be honest and open and lead out of a desire to serve others rather than a desire for self-gain
● this is the ethical dimension of a relationship between fo lower and leader

○ Self-awareness ○ Relational transparency ○ Balanced processing ○ Strong moral code

4 aspects of authentic leadership

Honesty

● Your business and its employees are a reflection of yourself, and if you make honest and ethical behavior a key value, your team will follow suit

Delegate

● Identifying the strengths of your team, and capitalizing on them.

Communication

● Being able to clearly and succinctly describe what you want done is extremely important.

Confidence

● Keep up your confidence level, and assure everyone that setbacks are natural and the important thing is to focus on the larger goal.

Commitment

● There is no greater motivation than seeing the boss down in the trenches working alongside everyone else, showing that hard work is being done

Positive

● You want to keep your team motivated towards the continued success of the company, and keep the energy levels up

Creativity

● Some decisions will not always be so clear-cut. You may be forced at times to deviate from your set course.

Intuition

● You will need to depend on your gut instinct for answers.

Inspire

● Make your team feel invested in the accomplishments of the company.

Approach

● Have the ability to customize your approach on a person by person basis, based on the situation at hand

Behavioral Theory

○ Initiate ideas
○ Informally interact with subordinates
○ Stand up for and support subordinates
○ Take responsibility
○ Develop a group atmosphere
○ Organize and structure work
○ Communicate formally with subordinates
○ Reward and punish subordinates
○ Set goals
○ Make decisions
○ Train and develop employee skills
○ Solve problems
○ Generate enthusiasm