Organizational Leadership

Leadership Definition

influencing process of leaders & followers to achieve organizational objectives through change

5 Elements of Leadership

1. leaders, followers
2. influence
3. organizational objectives
4. People
5. Change

Leaders- Followers

leadership is shared

Influence

leader communicating ideas, granting acceptance of them, & motivating followers to support and implement ideas through change

Organizational Objectives

effective leaders influence followers to accomplish SHARED OBJECTIVES

Change

influencing and setting objectives is about change

People

leadership is about leading people through relationships

3 Managerial Leadership Skills

Technical Skills
Interpersonal Skills
Decision Making Skills
**Need based on managment level

Technical Skills

ability use methods and techniques to perform a task

Interpersonal Skills

ability understand, communicate, and work well w/ individuals and groups developing effective realtionships

Decision Making Skills

ability conceptualize situations & select alternatives to solving problems and take advantage of opportunities

Managerial Role Categories

Interpersonal
Informational
Decisional

Interpersonal Leadership Roles

leader, figurehead, liaison (close relationship w/ others)

Informational Leadership Roles

Monitor Spokesperson Desseminator (gathering info before spreading it)

Decisional Leadership Roles

Entrepreneur Negotiator Disturbance-handler Resource-allocator

Levels of Analysis of Leadership Theory

Individual Level
Group Level
Organizational Level

Individual Level Analysis

aka Dyadic Process ; group and organizational performances based on INDIVIDUAL PERFORMANCE

Group Level Analysis

aka Group Process ; productive groups means productive individuals and organizations

Organizational Level Analysis

aka Organizational Process ; focus on organization; working for winning organizations motivates individuals to perform at their best to stay on top

Leadership Theory

explanation of aspect of leadership; theories have practical value bc used to better understand, predict, and control successful leadership

Leadership Theory Classifications

Trait, behavioral, contingency, integrative

Leadership Paradigm (model)

shared mindset that represents fundamental way of thinking about, perceiving, studying, researching, and understanding leadership

Leadership Trait Theories

explain distinctive characteristics accounting for leadership effectiveness

Behavioral Leadership Theories

explain distinctive styles used by effective leaders or to define the nature of their work

Contingency Leadership Theories

explain appropriate leadership style based on leader, followers, & situation

Management to Leadership theory paradigm (model)

shift from autocratic management style to newer participative leadership style of managment

EMB - Evidence-Based Management

decisions and organizational practices based on best available SCIENTIFIC EVIDENCE

Traits

distinguishing personal characteristics

Personality

combination of traits that classifies an individual's behavior
-help explain and predict others behavior or job performance

Personality Profiles

identify individuals' stronger and weaker traits
-use increase self awareness

Big 5 Model of Personality

categorizes traits into dimensions of
1. surgency,
2. agreeableness,
3. adjustment,
4. conscientiousness,
5. openness to experience

Agreeableness Personality Dimension

traits of sociability & emotional intelligence

Adjustment Personality Dimension

traits of stability & self-confidence

Surgency Personality Dimension

dominance, extraversion, & high energy with determination

Conscientiousness Personality Dimension

traits dependability & integrity

Openness-to-Experience Personality Dimension

traits of flexibility, intelligence, & internal locus of control ( he/she can influence events & their outcomes)

Achievement Motivation Theory

explain & predict BEHAVIOR and PERFORMANCE based on person's need for achievement power and affiliation
(Conscientiousness, Surgency, Agreeableness)

Leader Motive Profile Theory

explain & predict leadership SUCCESS based on person's need for achievement, power, affiliation

Leader Motive Profile (LMP)

??a motivational configuration found to contribute to leader performance in traditional bureaucratic organizations

Attitudes

-positive & negative feelings about people things & issues
-being pos or neg \= CHOICE

Douglas McGregor

Theory X & Theory Y
classified assumptions/belief systems

Theory X & Theory Y

explain and predict leadership behavior & performance based on leader's attitude about followers

Pygmalion Effect

leaders' attitudes towards and expectations of followers, & treatment of them, explain and predict followers' behavior and performance
-expectations states as objectives and standards

Self-Concept

positive and negative attitudes people have about themselves

Self-Efficacy

belief in own capability to perform in specific situation

Ethics

-standards of right and wrong that influence behavior
-leaders set ethical climate & responsible for employee behavior

Ethical Behavior

- direct link to performance and being effective leader
- Unethical --\> big fines, reputation damage, imprisonment, financial damage

Moral Development

understanding right from worn and choosing to do right thing

3 Levels Moral Development

Postconventional
Conventional
Preconventional

Moral Justification

- thinking process rationalizing unethical behavior

Golden Rule

Lead others as you want to be led

4-Way Test

Is it the truth?
Is it fair to all concerned?
Will it build goodwill & better friendship?
Will it be benefited to all concerns?
\***CODE OF ETHICS/CONDUCT\***

Leadership Behavior Research

from trait theory paradigm to BEHAVIORAL THEORY paradigm
-what leader says and does
\****NO 'one' best style

Leadership Style

combo of traits, skills, behaviors leaders use when interact w/ followers

Autocratic Leadership Style

makes decisions, tells employees what to do and closely supervises workers

Democratic Leadership Style

participation in decisions, allows group determine tasks, not closely supervise

University Michigan Leadership Model

2 Leadership styles:
Job-centered & Employee-Centered

Job-Centered Leadership Style

scales measuring goal emphasis and work facilitation

Employee-Centered Leadership Style

scales measuring supportive leadership and interaction facilitation

Ohio State University Leadership Model

FOCUS ON TASK & FOCUS PEOPLE
4 leadership styles:
1. low structure high consideration
2. high structure high consideration
3. low structure low consideration
4. high structure low consideration

Motivation

anything affects behavior in pursuing a certain outcome

Motivation Process

people go from need to motivate to behavior to consequence to satisfaction or dissatisfaciton

Process Motivation Theories

focus on understanding how people choose behavior to fulfill their needs
\***How employees choose behavior to fulfill needs?**

Content Motivation Theories

focus on explaining and predicting behavior based on people's needs
\***What needs do employees have that should be met at job?\***

Reinforcement Theory

proposes that though consequences for behavior, people will be motivated to behave in predetermined ways

Hierarchy of Needs Theory

people are motivated through 5 levels of needs:
1. Physiological Needs- basic needs
2. Safety Needs - safety and security
3. Belongingness Needs - social needs
4. Esteem Needs - focus on ego, status, self respect
5. Self-Actualization - reach one's full potential

2 Factor Theory

people are motivated by motivators rather than maintenance factors

Maintenance Factors

extrinsic motivators (driven by external motivation) & include: pay, job security, working conditions, realtionships

Motivators

intrinsic motivators (internal rewards) & include: achievement, recognition, challenge, advancement
**better motivators

Acquired Needs Theory

people are motivated by their need for achievement, power & affiliation

Motivating Employees (based acquired needs theory)

high n Ach --\> (achievement) give challenging tasks w/ clear objectives
high n Pow --\>(power) let plan and control their jobs as much as possible
high n Aff --\> (affiliation) let work as a team

Equity Theory

-people are motivated when their perceives inputs \= outputs
-when inequity employee attempt correct balance
- equity is based perception
-reward equitably
-reward high performance

Expectancy Theory

people motivated when believe can accomplish the task, will get reward, & reward are worth the effort --\> MOTIVATION

Goal-Setting Theory

specific difficult goals motivate people

Writing Objectives Model

To +
action verb +
singular, specific measurable result to be achieved +
target date

Objectives criteria

-singular result
-specific
-measurable
-target date
-difficult but achievable
-participateively set
-Commitment

Reinforcement Theory

B.F. Skinner
managers must understand relationship between behaviors and consequences & arrange the possibility that reinforce the desired behaviors
**What can managers do get employees to behave in ways that meet organizational objectives?*

Types Reinforcement

**Positive --\> attractive consequences
**Avoidance --\> aka negative; employee avoid neg consequence
**Extinction--\> withhold reinforcement when behavior occurs
**Punishment --\> undesirable consequence

Guidelines for Using Reinforcement

-set clear objectives
-select appropriate reinforcement
- select appropriate reinforcement schedule
- don't reward poor or mediocre work
- look for positives and give praise
- give sincere praise daily
- do things for employees instead of to them

Giving Praise Model

1. tell exactly what was done correctly
2. tell why behavior important
3. stop for moment silence
4. encourage repeat performance

Leadership Model

example for emulation or use in a given situation

Contingency Leadership Model

determine if person's style is task-or relationship-oriented, & if situation matches leader's style to maximize performance
-Fred E Fiedler--\> reflection of personality and behavior and styles are consistent

Task- Motivated Leadership

gain satisfaction from task completion

Relationship Motivated Leadership

gain satisfaction through forming and maintaining relationships with followers

Situational Favorableness

degree to which situation allows leader to exert influence over followers
1. leader-member relation -\> better relations more favorable
2. task structure --\> structured jobs favorable
3. Position Power --\> more power more favorable

Boss

based on personality and behavior some autocrats, some participative

Subordinates

the more willing/able followers are to participate, the more particiaption should be used - vica versa

Situation (time)

size, etc of organization is considered, time is needed for participation

Leadership Continuum Model

determine which of the 7 styles to select, based on the use of boss-centered versus subordinate-centered leadership, to meet the situation (boss, subordinates, situation/time) to maximize performance

Path-Goal Leadership Model

used to select leadership style (directive, supportive, participative, or achievement-oriented) appropriate to situation (subordinate, environment) to maximize both performance and job satisfaction.

Situational Factors\---Subordinate

1. Authoritarianism --\> extent employees defer to others
2. Locus of control --\> (point of control) employees believe they control goal achievement (internal) or its controlled by others (external)
3. Ability --\> extent employees' ability to perform tasks to achieve goals

Environmental Situational Factors

1. Task Structure \-- extent of job repetitiveness
2. Formal Authority --extent of leader's position power
3. Work Group \-- extent coworkers contribution to job satisfaction or relationship between followers

Path-Goal Leadership Styles

1. Directive (high structure)
2. Supportive (high consideration)
3. Participative (include employee)
4. Achievement-Oriented (set achievable but difficult goals)

Normative Leadership Model

time driven, development-driven decision tree enables user select 1/5 styles

Leadership Participation Styles

1. Decide --make decision and announce it
2. Consult Individually --individually tells followers prob and gets suggestions and decides
3. Consult Group \-- hold group meeting gets suggestions and decides
4. Facilitate \-- group meeting seeking participation without pushing his/her ideas
5. Delegate \-- lets group diagnose and make decision

Power

leader's POTENTIAL influence over followers
-delegated
-derived
**7 Powers**

Legitimate Power

user's position power given by organization
- participative management & empowering employees
-rational persuasion

Reward Power

user's ability to influence others w/ something of value to them
-employees rewarded for doing something

Coercive Power

involves punishment & withholdings of rewards to influence COMPLIANCE
- pressure influencing tactic
-maintaining discipline and enforcing rules
-be persistent; don't make rash threats; gain authority to use punishment and withhold rewards

Referent Power

user's personal relationships w/ others **Personal appeals influencing tactic**
- appropriate toward people w/ weak or no position power
- develop people skills; work at relationships w/ managers and peers