(chapter 11) intro to management denis hamilton final review flashcards

Leadership Effectiveness

• Overall performance of organization

• Satisfaction of subordinates

character traits of leadership

• physical energy

• intelligence greater than the average of followers led

• prosocial influence (the tendency to focus on helping others and society as a hwole)

task oriented leadership

leaders who primarily focus on the tasks to be done

person oriented leadership

leaders who primarily focus on building relationships with others in the organization including subordinates

charismatic leadership

influences others through an engaging, persuasive, and attractive personality

servant leadership

builds support from subordinates by proactively supporting them in performing their roles successfully

Transformational Leadership

seeks to make significant change to the organization through espousing the vision, the goals, the plan, and the tasks to move in a new direction, as well as to communicate a persuasive rationale for changes, while seeking to link subordinates’ identity and self-interest to achievement of the goals in order to gain their support

Strategic Leadership

focuses on the vision and the strategies necessary to fulfill that vision for the organization while persuading subordinates to take the initiative to develop and implement the plans necessary to execute the strategies

Empowerment-Oriented Leadership

enables subordinates by providing them with the resources and authority to autonomously develop and execute plans aligned with the goals of the organization

Transactional Leadership

uses rewards and punishments and other forms of authoritative power to encourage desired behaviors from subordinates

leadership

defined as the influence of a person over others (followers) as evidenced by the followers’ motivation, loyalty, and high performance in support of the leader’s vision, goals, and/or direction.

Leader-Member (followers) Relations (LMR) –

the extent to which followers like, trust, and are loyal to their leader. (Explanation: the relationship with followers is “poor” when subordinates neither like nor trust their leader, and would not remain loyal to him/her)

Task Structure –

the extent to which the work performed is clear such that subordinates know what needs to be accomplished and how to accomplish it. (Explanation: when Task Structure is “low”, goals are usually vague, and subordinates are unsure of what they should be doing or how to do it.)

Position Power

the amount of legitimate, reward, and coercive power a leader has by virtue of his or her position in an organization. (Explanation: the power is “weak” when the leader does not have any of these forms of influence over subordinates)

Several Aspects to Decision-Making:

• Some easy – Some lack info and time

• Some major – some minor

• Some based on facts/analysis,some intuition/feelings

• Some objective/some biased

• Some single person, some teams

• Some judged by impact, somejudged by process used

• Some decision-makers punishedfor bad outcomes, some are rewarded for taking risks

• Some involve paradox withconflicting options and trade-offs

How to make better decisions:

• Deliberate approach (criteria, data, consultation, evaluation ofoptions)

• Few decisions made this waydue to “bounded rationality”

• Sometimes best to make nodecision!

• Decisions made by teamsgenerally better

• What level in organizationshould decisions be made?

• Decision-making accountability, learn from good and baddecisions

• Tendency to overrate decision-making ability

Manager as Communicator

Communication is the sharing of information between two or more people -

• Process of communication

• Types and purpose of communication

• Methods of communication

• Importance of good communication

• Ways to improve communication skills

Types and purpose of communication

• Organizational

• Interpersonal

• One-way

• Two-way

• Inform, influence, persuade, motivate, initiate dialogue, provide feedback, etc.

methods of communication

• verbal

• written

• non verbal

Importance of Good Communication:

• Must be good at delivery and reception

  • Provide instructions

  • Interact with peers

  • Understand boss

  • Influence customers

  • Obtain feedback

  • Negotiate deals

  • Build relationships

Ways to improve Communication Skills:

• Identify goals and intent

• Develop the specific messages (clarity, intelligibility, brevity)

• Convey: empathy, concern, respect, feeling of equality, appropriate demeanor

• Pay attention to the non-verbal signals (facial expression, eye contact, attire, body contact, attire, body posture)

• As receiver – active listening, ask questions, paraphrase, confirm understanding, careful offering feedback

Leading Individuals and Groups

As a manager/leader you are dependent on other people to get the “Right Work, Done Well”

Key Actions to Lead:

• Networking and Relationship Building

• Moral Compass and Vision/Mission

• Emotional Intelligence

• Enabling Others to Succeed

Reasons for Conflict in the Workplace:

• Genuine dislike between two or more people

• Personal problems carryover into workplace

• Negative workplace events

• Manager’s style

• Troubling external events

• Management inaction to quell conflict

• Business disagreements

Dealing with Workplace Conflict:

• Assess whether it warrants intervention

• Move to neutral location, give time for parties to calm down, ask if they would like assistance to resolve

• If directly involved, suggest need to take a break and resume later with the help of others

• Unrelated to work – suggest this sort of disagreement not appropriate in the workplace

• If dealing with conflict with subordinate – indicate unacceptable, review consequences, plan to correct, confirmation

• Consider need for HR intervention and counseling

• Business related – listen first to all sides, show impartiality, acknowledge legitimacy of having different views, focus on building consensus to criteria to be used, then address merits of arguments

Key concepts to help improve negotiation skills:

• Importance of Preparation

• Source of Power

• Positions vs. Interests

• Creating Value vs. Claiming Value

importance of preparation

− Understand goals and target outcomes

− Understand sources of power

− Understand alternatives

− Understand what you can offer

− Develop plan to offer other side incentives

source of power

− BATNA (best alternative to a negotiated agreement)

• if a proposed deal does not meet or exceed your BATNA, then a deal should not be reached

− Agreement Trap: there is bias toward reaching an agreement even when the BATNA offers a superior outcome

− Irrational Escalation of Commitment: occurs when the participant in a negotiation invests considerable time and effort in ongoing negotiations and/or defends the importance of reaching an agreement with others leading to a sense of commitment to making a deal. Because of these “investments”, the negotiator may be inclined to make any deal even when that deal may not be in their best interest or the interests of the organization they represen

positions and interests

− Positions = Stated Requirements

− Interests = Goals/Desired Outcomes

− Seek to understand other party’s interests to create expanded set of options

creating value vs claiming value

− Claiming Value = Win/Lose (negotiating at the expense of the other party)

− Creating Value = Maximize mutual benefits

− Trade off things of lesser value to you but greater value to other party

− Consider importance of building trust/relationship vs. strictly optimizing formal deal to your advantage