PL300 Last block

Everything after the WRIT

Full Range Leadership Model (FRLM)

A structure / model that details the leadership behaviors most likely to generate desired outcomes and sustained effectiveness.

5 styles of the FRLM (least to most active/effective)

Laissez Faire (LF), Management By Exception-Passive (MBE-P), Management By Exception-Active (MBE-A), Contingent Reward (CR), and Transformational Leadership (TFL).

Contingent Reward (CR)

Most active and effective TRANSACTIONAL style, operating on "social exchange" where followers are extrinsically motivated by the rewards they receive for achieving established outcomes.

Transformational Leadership (TFL) in the FRLM

The most active and effective style overall; augments transactional behaviors by creating intrinsic motivation through the alignment of follower and organizational values.

Transformational Leadership Theory (TFL)

Holds that a single visionary leader can transform the values of followers and an organization to make them more effective.

Ideal conditions for TFL

A convergence of specific contextual conditions (such as crisis, change, instability, mediocrity, disenchantment, or opportunity) where followers need guidance.

4 core components of TFL

Idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration.

Transactional vs. Transformational

Transactional is like writing on a slab of granite with chalk (easily washed away), while TFL is like sculpting the rock (ingraining a lasting, generational legacy).

TFL Behaviors

Actions leaders take in response to conditions: developing/communicating a vision, using unconventional strategies, communicating high expectations, showing individualized concern, demonstrating self-sacrifice, employing emotional appeals, and using impression management.

Idealized Influence (TFL Component)

Acting as a consistent, ethical, and morally virtuous role model so that followers are moved to emulate your example.

Inspirational Motivation (TFL Component)

Providing emotionally uplifting, meaningful work.

Intellectual Stimulation (TFL Component)

Fostering innovation by empowering followers to challenge prevailing wisdom and propose unconventional strategies without fear of public criticism or ridicule.

Individualized Consideration (TFL Component)

Teaching, coaching, and knowing subordinates beyond a surface level to understand their unique needs, backgrounds, and motivations.

TFL Processes

The internal transformations triggered within followers: Personal identification, Social identification, Internalization, and Self-Efficacy.

Personal identification (TFL Process)

Venerating and emulating the leader.

Social identification (TFL Process)

Linking one's self-concept to the group's identity.

Internalization (TFL Process)

Embedding the leader's/organization's values as their own.

Self-Efficacy (TFL Process)

Believing in one's own and the team's competence.

TFL Outcomes

Higher morality, motivation beyond expectations, empowerment, changed social systems, reformed institutions, and dramatic improvements in performance.

Blending Transactional and Transformational Styles

Employing effective transactional behaviors (like Contingent Reward) in concert with TFL behaviors to predict higher unit performance under conditions of high stress and uncertainty.

Building Self-Efficacy as a Leader

Communicating high expectations and explicitly demonstrating confidence and trust in your followers' abilities, which elevates their performance expectations.

Leading Change Framework (LCF)

A phased model designed to help leaders navigate the complex and ambiguous process of organizational change.

LCF Phase 1: Assess the Need for Change

The phase where leaders begin with the end in mind by determining why change is needed through appreciative inquiry, cultural analysis, and environmental monitoring.

LCF Phase 2: Identify Resistance and Prepare for Change

The phase where leaders diagnose who is likely to resist, how they might resist, and why they are resisting to lay the groundwork and build trust.

Organizational Culture (Edgar Schein)

The shared basic assumptions taught to members as the correct way to perceive, think, and feel; essentially, how members behave when not being directly supervised.

Artifacts (Schein's Theory)

The surface-level, observable things that people can see, hear, and feel across the organization, such as physical workspaces, common phrases, and reward systems.

Espoused Beliefs and Values (Schein's Theory)

The things the organization claims to value and represent, commonly found in official vision statements, slogans, and proclamations from leaders.

Basic Underlying Assumptions (Schein's Theory)

The unstated, often unconscious drivers that shape perceptions and behavior, inferred by examining the alignment between artifacts and espoused values.

Cultural Incongruence (Need for Change)

A disconnect between an organization's artifacts and its espoused values, indicating dysfunction and signaling a clear need for organizational change.

Root causes of resistance to change

A perceived loss of value, a failure to understand that the future will be better, or a lack of clarity about the path forward.

Individual-Level Resistance

Resistance caused by threats to comforting routines, implied inadequacy of previous work, loss of power, fear of lacking skills, or "change fatigue."

Team-Level Resistance

Resistance from highly cohesive teams because change threatens to break up friends or disrupt explicitly/tacitly developed team norms.

Organizational-Level Resistance

Resistance from bureaucracies inherently trying to survive, limited resources, or threats to deeply valued traditions.

Isomorphism

The theory that bureaucracies inherently resist change to ensure their own survival.

How to reduce resistance (LCF)

Employ Kotter's first 3 steps (establish sense of urgency, form powerful guiding coalition, create a vision)

Leading Change Framework (LCF) Phase 3: Lead the Change

The phase focusing on execution, where leaders intensely communicate the vision, empower people by removing barriers, and create short-term wins to execute deep structural changes.

Leading Change Framework (LCF) Phase 4: Anchor the Change into the Culture

The phase that ensures change becomes permanent and internalized as "the way we do things here" by aligning artifacts with espoused values and underlying assumptions.

Establish a Sense of Urgency (Kotter's Step 1)

Overcoming complacency by using actual or potential crises until ~75% of key leaders agree the status quo is unacceptable.

Form a Powerful Guiding Coalition (Kotter's Step 2)

Enlisting influential, trusted people with diverse expertise to champion the effort, override resistance, and channel momentum.

Create a Vision (Kotter's Step 3)

Articulating a clear, specific, and challenging picture of future success to synchronize decisions.

Communicate the Vision (Kotter's Step 4)

Spreading the vision intensely and persistently through varied methods and personal example.

Empower Others to Act on the Vision (Kotter's Step 5)

Removing barriers, reducing bureaucracy, and incentivizing people to change.

Plan for and Create Short-Term Wins (Kotter's Step 6)

Carefully resourcing highly-visible, smaller changes to build positive momentum and publicly rewarding those who support the effort.

Consolidate Improvements and Produce More Change (Kotter's Step 7)

Using the momentum from short-term wins to execute large, structural changes without declaring victory too soon.

Anchor New Approaches into the Culture (Kotter's Step 8)

Ensuring the new behaviors are internalized by the organization so the change lasts long after the change leader departs.

Schein’s Embedding Mechanisms (Definition)

Mechanisms most effective in small organizations used to establish and embed new culture (e.g., leader attention, role modeling, criteria for rewards/recruitment).

Leader attention, measure, and control (Embedding Mechanism)

Consistently focusing on and measuring what is truly important to the new culture.

Deliberate role modeling (Embedding Mechanism)

The leader's actions setting the norm for the new environment.

Reactions to critical incidents (Embedding Mechanism)

How a leader handles a crisis to signal the framework for future behavior.

Criteria for reward allocation / recruitment, selection, and retention (Embedding Mechanism)

Bringing in and advancing personnel who have buy-in for the new culture, while signaling new expectations to existing employees.

Schein’s Reinforcing Mechanisms (Definition)

Mechanisms most effective in large organizations used to stabilize and anchor culture (e.g., organizational structure, physical space, stories/myths).

Organizational design and structure / Systems and procedures (Reinforcing Mechanism)

Structuring the bureaucracy to support the new vision.

Design of physical space (Reinforcing Mechanism)

Altering the physical environment to reflect the new values (e.g., hierarchical structure for stability vs. open workspaces for creativity).

Stories, myths, legends, and parables / Formal statements (Reinforcing Mechanism)

Tools used to communicate the new organizational philosophy and values to those inside and outside the organization.

Leadership Vision

A personal statement that helps listeners understand where the team is going, how it will get there, and what the leader's expectations are.

4 components of a compelling leadership vision

Ideas, Expectations, Emotional Energy, and Edge.

Ideas: The Future Picture (Vision Component)

An honest assessment of the team's current situation and a clear definition of where the team needs to be in 12-36 months.

Expectations: Values and Performance Standards (Vision Component)

A clear description of expected behaviors, unacceptable behaviors, and the team's core values (limited to 5-8).

Emotional Energy (Vision Component)

The level of enthusiasm and range of emotions leaders use to convey the future vision and the team’s operating principles.

Edge (Vision Component)

Lessons of leadership learned through personal experience, including personal stories, examples, slogans, analogies, and metaphors used to clarify the team's future picture and core values.

Best practices for delivering a leadership vision

Practice the delivery (use video recording), keep presentations short (under 10 minutes) with minimal slides, and continually tie team events and feedback back to the vision and core values.

Socialization (Organizational Context)

The ongoing formal and informal processes whereby an organization seeks to transform members so that they learn, identify with, and internalize the identity, customs, norms, values, knowledge, expertise, and roles of an exemplary group member.

3 key characteristics of socialization

It is a phased process, it is socially embedded (aligning to a prototype), and it occurs both formally and informally.

4 general categories of socialization goals

KSAOs, Internalization, Commitment, and Innovation.

KSAOs (Socialization Goal)

Aiding members in acquiring facts/information (Knowledge), task proficiencies (Skills), general characteristics like hand-eye coordination (Abilities), and psychological orientations or personality traits (Other).

Internalization (Socialization Goal)

Getting members to adopt shared organizational values as their own internal standards and developing a professional identity that shifts their perspective from "they" to "we".

Commitment (Socialization Goal)

Developing a member's desire to remain with, work hard for, and loyally support the group's mission based on felt responsibilities, heavily dependent on forming strong personal bonds.

Innovation (Socialization Goal)

Ensuring the organization stays relevant and adapts to complex environments by recruiting and socializing diverse members who introduce new values, skills, and ways of thinking.

3 Phases of the Socialization Process

1. Recruitment & Preparation, 2. Screening, Selection, and Development, 3. Assimilation, Accommodation, or Attrition.

Recruitment & Preparation (Socialization Phase 1)

Outsiders seek information about the organization, and prospective members may begin making accommodations to fit in before even being interviewed.

Screening, Selection, and Development (Socialization Phase 2)

The organization identifies talent, and the organization and individual begin the process of attempting to achieve Person-Organization (P-O) fit.

Assimilation, Accommodation, or Attrition (Socialization Phase 3)

Successful "fit" happens when individuals change to meet role demands (assimilation) or the organization adapts to the individual's needs (accommodation). If fit is not achieved, the individual leaves (attrition).

Formal vs. Informal Socialization

Segregating newcomers from existing members (formal) versus putting them immediately in the midst of existing employees (informal).

Collective vs. Individual Socialization

Putting newcomers through a common set of experiences together to build uniformity (collective) versus focusing on recruits singly in isolation (individual).

Sequential vs. Non-sequential Socialization

Moving through discrete, identifiable steps/ranks (sequential) versus skipping around or achieving a defined role in one transitional stage (non-sequential).

Fixed vs. Variable Socialization

Operating on a strict, known timetable which reduces anxiety but can cause frustration (fixed) versus a flexible schedule which induces competition but can create equity issues (variable).

Serial vs. Disjunctive Socialization

Using experienced role models to mentor junior members to create continuity (serial) versus not assigning formal mentors to allow latitude for innovation (disjunctive).

Divestiture vs. Investiture Socialization

Shedding one's former identity to assume a new organizational one, like military basic training (divestiture), versus affirming and accepting the unique identity the newcomer brings (investiture).

Person-Organization (P-O) Fit

The compatibility between an individual and the organization; targeting this directly impacts job satisfaction, performance, commitment, and turnover.

Homophily

A phenomenon where attraction, selection, and attrition naturally create a group of very similar people; leaders must manage this to prevent the organization from stagnating.

Organizational Justice

A multidimensional framework that describes how people judge what is just or fair in an organization.

3 dimensions of organizational justice

Distributive Justice (who gets what), Procedural Justice (how it is decided), and Interactional Justice (how people are treated).

Distributive Justice

Gauges perceptions regarding the fairness of outcomes (who gets what), shaped by concerns for equity, equality, and need.

Equity, Equality, and Need (Distributive Justice)

Equity = rewarding based on contribution; Equality = rewarding everyone equally; Need = providing benefits based on personal requirements.

Procedural Justice

Gauges perceptions regarding the fairness of the procedures used to decide who gets what.

5 concerns shaping Procedural Justice

Consistency, Suppression of Bias, Accuracy, Representation, and Correct-ability.

Interactional Justice

Gauges perceptions regarding the way people are treated by authority figures; includes Informational and Interpersonal Justice.

Informational and Interpersonal Justice (Interactional Justice subcomponents)

Informational = sharing information accurately, truthfully, and transparently; Interpersonal = treating people with dignity, courtesy, and respect.

Impact of organizational justice on team effectiveness

Fair treatment leads to greater job satisfaction, physical health, commitment/trust in leaders, better performance, and increased citizenship behaviors.

Most impactful dimensions of organizational justice

Research suggests Procedural and Interactional justice are more important than Distributive justice in impacting employee outcomes.

How Interactional Justice mitigates negative situations

Treating people with dignity and respect helps employees "swallow a bitter pill" if they encounter an unfair system or a negative decision.

Cause of disparate perceptions of justice

Intelligent and well-meaning people vehemently disagree because they often disproportionately focus on a single dimension of justice (like distributive or procedural) while discounting the others.

Balancing the Dimensions (Leadership Application)

Leaders must balance demands for fair outcomes (distributive) with the need for comprehensive, consistently applied decision procedures (procedural).

Maximizing Interactional Justice (Leadership Application)

Engaging with people to explain and defend policies with transparency, clarity, courtesy, and respect, which preserves trust even during negative decisions like poor performance appraisals.

Allowing for Voice/Representation (Leadership Application)

Providing a mechanism for stakeholders to comment on procedures and be personally heard, which strongly satisfies procedural and interactional justice needs and ensures buy-in.

Restoring missing equity

When striving to restore missing equity (distributive justice), people may alter the ratio of their inputs/outcomes, alter perceptions of those inputs/outcomes, or change their reference group entirely.

The most direct path to improving organizational outcomes

Efforts to enhance procedural and interactional justice remain the strongest, most direct path to improving outcomes, even more so than addressing distributive equity.