BUSMHR 3200 (OSU Inks)

leadership

the process whereby an individual influences a group of individuals to achieve a common goal

management

focused more on the current ; promotes stability & efficiency ; management skills: planning, organizing, analytical thinking, communicating/informing ; "keeps the trains running on time"

leadership

focused more on the future ; promotes change & adaptation ; leadership skills: strategic thinking, conceptual thinking, innovation/creativity, inspiring ; "decides where the tracks should be placed"

have 2 buckets: people and task

The Ohio State Leadership Studies & University of Michigan Studies

Managerial Grid

concern for people & concern for production ; 2x2 matrix with 5 leadership "styles" (country club management, team management, middle of the road management, impoverished management, authority-compliance)

(contingency theories of leadership) situational leadership

participating, selling, delegating, telling (relationship behavior on y-axis, task behavior on x-axis)

PATH, GOAL

leader's job is to clear a ___________ to the ___________

"laissez-faire" leadership

not assuming leadership responsibilities ; NOT a way to lead

transactional leadership

clarifying role requirements, task requirements, accountabilities, etc. ; providing positive & negative rewards for performance

transactional & transformational

like yin & yang of leadership styles

transformational leadership

provides a transformational change in engagement of organizational members toward organizational goals

self-confidence, vision, ability to articulate the vision & make it "real" to others, strong convictions about the vision, behavior that is out of the ordinary, strong abilities to manage change, environment/resource sensitivity

characteristics of charismatic leaders

challenging the process, inspiring a shared vision, enabling others to act, modeling the way, encouraging the heart

Kouzes & Posner's Leadership Practices (contemporary view of leadership)

arrogance, melodrama, volatility, excessive caution, habitual distrust, aloofness, mischievousness, eccentricity, passive resistance, perfectionism, eagerness to please

why CEOs fail

character, personal capability, focus on results, interpersonal skills, ability to lead organizational change (as required)

"The Extraordinary Leader" Model

character, personal capability, focus on results, interpersonal skills, leading change

Zenger & Folkman's Competency Model

passion, performance, principle

3 P's of Effective Business Leaders

authentic leadership

very few successful people end up where they thought they would, & yet their life events are not random

understand & learn from their Life Story ; self-aware ; practice their values & principles ; recognize their extrinsic & intrinsic motivations ; balanced life & stay grounded

authentic leaders (Bill George)

opportunities

opposite of strengths

decision, explicit commitment

leadership excellence starts with the _______________ to be a great leader ; with an ______________ ______________________ to greatness

introspection, self-candor & objectivity, a willingness to do what it takes to improve, a time commitment, a dissatisfaction with being merely "good"

how to become a great leader

presence

great leaders are characterized not by the absence of weakness but by the _______________ of recognized strengths

higher

more effective leaders generate ______________ income

satisfied

more effective leaders have more _________________ customers

lower

more effective leaders have _____________ turnover

trait approach

attempts to identify personality characteristics or interpersonal attributes that differentiate leaders from followers

narcissism

a self-centered perspective, feelings of superiority, & a drive for personal power & glory

machiaveilianism

the use of manipulation, a cynical view of human nature, & a moral code that puts results over principles

psychopathy

characterized by a lack of concern for others, impulsive behavior, & a lack of remorse or guilt when your actions harm others

implicit leadership theory

proposes that people have beliefs about how leaders should behave & what they should do for their followers

leadership prototype

a mental representation of the traits & behaviors people believe leaders possess

behavioral styles approach

attempts to identify the unique behaviors displayed by effective leaders

initiating structure

leader behavior that organizes & defines what group members should be doing to maximize output

transactional leadership

focuses on clarifying employees' role & task requirements & providing followers with positive & negative rewards contingent on performance

consideration

leader behavior that creates mutual respect or trust & prioritizes group members' needs & desires

empowering leadership

the leader's ability to create perceptions of psychological empowerment in others

psychological empowerment

employees' belief that they have control over their work, is believed to drive intrinsic motivation

servant-leadership

focuses on increased service to others rather than to oneself

ethical leadership

normatively appropriate behavior that focuses on being a moral role model

laissez-faire leadership

a general failure to take responsibility for leading

contingency theory

based on the premise that a leader's effectiveness is contingent on the extent to which the leader's style matches characteristics of the situation at hand

least preferred coworker (LPC) scale

measures the extent to which an individual takes a task- or relationship-based approach toward leadership

leader-member relations

extent to which the leader has the support, loyalty, & trust of the work group

task structure

measures the amount of structure contained within tasks performed by the work group

position power

the leader's formal power to reward, punish, or otherwise obtain compliance from employees

path-goal theory

leader behaviors are effective when employees view them as a source of satisfaction or as paving the way to future satisfaction

charisma

a form of interpersonal attraction that inspires acceptance, devotion, & enthusiasm

transformational leaders

transform their followers to pursue organizational goals over self-interests

inspirational motivation

includes the use of charisma, relies on an attractive vision of the future, emotional arguments, & demonstrated optimism & enthusiasm

idealized influence

focus is to instill pride, respect, & trust within employees

individualized consideration

behaviors that provide support, encouragement, empowerment, & coaching to employees

intellectual stimulation

behavior encourages employees to question the status quo & to seek innovative & creative solutions to organizational problems

leader-member exchange (LMX) theory

based on the assumption that leaders develop unique one-to-one relationships (exchanges) with each of the people reporting to them

derived from product/service demanded ; external in nature

determining labor demand

internal movements caused by transfers, promotions, turnover, retirements, etc. ; transitional matrices identify employee movements over time ; useful for AA/EEO purposes

determining labor supply

shortage

labor demand > labor supply? likely a labor ______________

surplus

labor demand < labor supply? likely a labor ______________

downsizing, pay reductions, demotions, transfers, work sharing, hiring freeze, natural attrition, early retirement, retraining

ways to reduce an expected labor surplus

overtime, temporary employees, outsourcing, retrained transfers, turnover reductions, new external hires, technological innovation

ways to reduce an expected labor shortage

human resource planning (HRP)

a key business practice that systematically assesses (& provides a forum for discussion on) individual leader capability & potential for advancement, organization capability, needs & planned actions, & capability with regard to critical organizational issues (e.g. diversity)

human resource planning (HRP)

links current human resource capabilities with business strategies/plans, highlights areas of strength as well as areas for improvement, focus on both current status & planned development actions

human resource planning (HRP)

provides ongoing discussion & tracking of development initiatives to support continued growth, leadership development, organization development/change

human resource planning (HRP)

essential source of information to maximize ongoing internal slating/staffing capability

individual development planning (IDP), talent review, human resource planning (HRP) presentations

3 elements of Human Resource Planning

individual development planning (IDP)

discussions between the employee & his/her manager

talent review

discussions--manager reviews talent with 2nd level supervisor & HR, in teams whenever possible, one-on-ones where appropriate

core competency

a set of knowledges & skills that make the organization superior to competitors & create value for customers

downsizing

the planned elimination of large numbers of personnel with the goal of enhancing the organization's competitiveness

outsourcing

contracting with another organization (vendor, third-party provider, or consultant) to provide services

workforce utilization review

a comparison of the proportion of employees in protected groups with the proportion that each group represents in the relevant labor markets

recruiting

any activity carried on by the organization with the primary purpose of identifying & attracting potential employees

employment at will

employment principle that if there is no specific employment contract saying, otherwise, the employer or employee may end an employment relationship at any time, regardless of cause

due-process policies

policies that formally lay out the steps an employee may take to appeal the employer's decision to terminate that employee

job posting

the process of communicating information about a job vacancy on company bulletin boards, in employee publications, on corporate intranets, & anywhere else the organization communicates with employees

direct applicants

people who apply for a vacancy without prompting from the organization

referrals

people who apply for a vacancy because someone in the organization prompted them to do so

training

an organization's planned efforts to help employees acquire job-related knowledge, skills, abilities, & behaviors, with the goal of applying these on the job

instructional design

a process of systematically developing training to meet specified needs

learning management system (LMS)

a computer application that automates the administration, development, & delivery of a company's training programs

needs assessment

the process of evaluating the organization, individual employees, & employees' tasks to determine what kinds of training, if any, are necessary

organization analysis

process for determining the appropriateness of training by evaluating the characteristics of the organization

personal analysis

a process for determining individuals' needs & readiness for training

task analysis

the process of identifying the tasks, knowledge, skills, & behaviors that training should emphasize

readiness for training

a combination of employee characteristics & positive work environment that permit training

E-learning

receiving training via the Internet or the organization's intranet, typically though some combination of web-based training modules, distance learning, & virtual classrooms

electronic performance support systems (EPSSs)

computer applications that provide access to skills training, information, & expert advice when a problem occurs on the job

on-the-job training (OJT)

training methods in which a person with job experience & skill guides trainees in practicing job skills at the workplace

apprenticeship

a work-study training method that teaches job skills through a combination of structured on-the-job training & classroom training

internship

on-the-job learning sponsored by an educational institution as a component of an academic program

simulation

a training method that represents a real-life situation, with trainees making decisions resulting in outcomes that mirror what would happen on the job

avatars

computer depictions of trainees, which they manipulate onscreen to play roles as workers or other participants in a job-related situation

virtual reality

computer-based technology that provides an interactive, three-dimensional learning experience

experiential programs

participants learn concepts & then apply them by simulating the behaviors involved & analyzing the activity, connecting it with real-life situations

adventure learning

uses challenging, structured outdoor activities, which may include difficult sports such as dogsledding or mountain climbing

cross-training

team members understand & practice each other's skills so that they're prepared to step in & take another member's place

coordination training

trains the team in how to share information & decisions to obtain the best team performance

team leader training

training people in the skills necessary for team leadership

action learning

teams or work groups get an actual problem, work on solving it & commit to an action plan, & are accountable for carrying out the plan

readability

the difficulty level of written materials