FBLA-Organizational Leadership

Leadership definition

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

-a process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task

Leadership self-assessment

is a series of statements and reflective questions that offer insight into your leadership style to help you identify your strengths and opportunities for growth.

Characteristics of leaders

-initiative

-ability to function independently

-followthrough

-ethics

-ability to respond to ambiguity and change

-resiliency

-positive attitude

-confidence

-record of excellence

Harry Mintzberg's Managerial Roles

-Interpersonal

-Informational

-Decisional

interpersonal roles for managerial leadership

-Figurehead

-Leader

-Liaison

Figurehead Role (Interpersonal)

the interpersonal role managers play when they perform ceremonial duties/ Represents the company in a symbolic way

-Cutting the ribbon at ceremony for the opening of a new building

Leader Role (Interpersonal)

Guides and motivates employees to achieve organizational goals

-Helping subordinates to set monthly performance goals

Liason Role (Interpersonal)

Acts as a go-between among individuals inside and outside the organization

-Representing the retail sales division of the company at a regional sales meeting

informational roles for managerial leadership

-Monitor

-Disseminator

-Spokesperson

Monitor Role (Informational)

constantly searching for information to become more effective/Seeks out and gathers information relevant to the organization

-Finding out about legal restrictions on new product technology

Disseminator Role (Informational)

Provides information where it is needed in the organization

-Providing current production figures to workers on the assembly line

spokesperson role (informational)

Transmits information to people outside the organization

-Representing the company at a shareholders' meeting

Decisional Roles of managerial leadership

-Entrepreneur

-Disturbance handler

-Resource allocator

-Negotiator

entrepreneur role (decisional)

Searches out new opportunities and initiates change

-Implementing a new production process using new technology

Disturbance Handler role (decisional)

Handles unexpected events and crises

-Handling a crisis situation such as a fire

Resource Allocator role (decisional)

Designates the use of financial, human, and other organizational resources

-Approving the funds necessary to purchase computer equipment and hire personnel

negotiator role (decisional)

Represents the company at negotiating processes

-Participating in salary negotiations with union representatives

Important things to understand as a manager

-importance of effective research for leadership decisions

-appreciate perspectives of other individuals

-successful leaders use reflection and application in future challenges

-analyze situations to gain more comprehensive understanding

-leaders connect individual thinking with systems thinking

-evaluate different alternatives to make the best decisions

-problem solving and decision making are key

what elements of self-understanding contribute to leadership capabilities?

-personal values

-personal contributions

-scope of competence

Individual Thinking with Systems Thinking (used by managers)

Measuring individual performance in terms of a system (structure/culture in work group)

programed decisions

Decisions made in response to frequently occurring routine situations.

nonprogrammed decisions

Responses to infrequent, unforeseen, or very unusual problems and opportunities where the manager does not have a precedent to follow in decision-making.

Decision Making Process

1. Define the problem

2. Identify the choices

3. Evaluate the advantages and disadvantages of each choice

4. Choose one

5. Act on your choice

6. Review your decision

3 major managerial skills

-conceptual

-human relations

-technical

(Robert Katz)

conceptual skills

A manager's ability to view the organization as a whole, understand how the various parts are interdependent, and assess how the organization relates to its external environment.

human relations skills

A manager's interpersonal skills that are used to accomplish goals through the use of human resources.

technical skills

A manager's specialized areas of knowledge and expertise, as well as the ability to apply that knowledge

Leadership Styles

-Democratic Leadership.

-Autocratic Leadership.

-Laissez-Faire Leadership.

-Strategic Leadership.

-Transformational Leadership.

-Transactional Leadership.

-Coach-Style Leadership.

-Bureaucratic Leadership

-Spiritual Leadership

-Directive Leadership

-Path-Clarification leadership

democratic/ participative leadership style

sharing decision making with others and encouraging subordinates to be involved in setting goals

autocratic leadership style

centralizing authority, making decisions alone, and expecting followers or subordinates simply to follow instructions

laissez-faire leadership style

a leadership style characterized by complete freedom for the group in making decisions

strategic leadership style

is aimed at finding a balance between the long-term focus of styles, such as transformational leadership, and the short-term focused style of transactional leadership. -must look at the impact an action might have on the short- and long-term.

transformational leadership style

leaders encourage, inspire and motivate employees to innovate and create change that will help grow and shape the future success of the company

-more long term

Transactional Leadership Style

characteristic of leaders who focus on supervision and organizational goals achieved through a system of rewards and punishments; maintenance of the organizational status quo

-more short term

Coach leadership style

involves and facilitates the engagement of people, as well as drawing out and understanding and empathising with their specific and individual motivations.

directive leadership style

involves a leader giving clear directions, objectives, and expectations to employees. Directive leadership is probably most effective when a task is complex and employees are unskilled or inexperienced

path-clarification leadership style

refers to situations where the leader lets employees know what is expected of them and tells them how to perform their tasks, shows them how to accomplish tasks and receive organizational rewards

bureaucratic leadership style

fixed official duties under a hierarchy of authority, applying a system of rules for management and decision-making-relies on rules, regulations, policies, and procedures

Job-centered behavior

when a leader pays close attention to the work of subordinates, explains work procedures, and is keenly interested in performance.

Employee-centered behavior

when the leader is interested in developing a cohesive work group and in ensuring employees are satisfied with their jobs

Alderfer's ERG Theory of Motivation

a simplified version of Maslow's hierarchy of needs that suggests that all human needs can be accessed and satisfied simultaneously, rather than from the bottom up. Either way, as needs are satisfied, employees are motivated to strive to satisfy a new need.

(existence needs, relatedness needs, growth needs)

Acquired Needs Theory of Motivation (McClelland)

individuals' needs and classifies them into three motivating drivers, need for achievement, power or affiliation. In acquired needs theory, McClelland proposes each person falls into one three types of needs based on personal preference and personal experience of that person

(Achievement, Affiliation, Power)

needs are acquired, not innate

Cognitive Evaluation Theory of Motivation

A version of self-determination theory which holds that allocating extrinsic rewards for behavior that had been previously intrinsically rewarding tends to decrease the overall level of motivation if the rewards are seen as controlling

intrinsic motivators: Achievement, responsibility and competence

extrinsic: pay, promotion, feedback, working conditions

Two Factor theory (Herzberg)

proposed that work satisfaction and dissatisfaction arise from two different factors -

MOTIVATING FACTORS= determine satisfaction (presence motivates)- these are intrinsic things esp

HYGIENE FACTORS= determine dissatisfaction (absence motivates)

Equity Theory of Motivation

Focuses on the desire to be treated with equity and to avoid perceived inequity

Reinforcement Theory of Motivation

the theory of motivation that focuses on positive and negative reinforcement and the motivational repercussions of the reinforcement.

Operant Conditioning- Positive and Negative Reinforcements, Positive and Negative Punishments

Expectancy Theory of Motivation (Vroom)

employee's motivation is an outcome of how much an individual wants a reward (Valence), the assessment that the likelihood that the effort will lead to expected performance (Expectancy) and the belief that the performance will lead to reward (Instrumentality).

Goal-Setting Theory of Motivation

a theory of motivation based on directing one's effort toward the attainment of specific goals that have been set or established

Maslow's Hierarchy of Needs Theory

A motivation theory that suggests that human needs fall into a hierarchy and that as each need is met, people become motivated to meet the next-highest need in the pyramid.

1-Physiological Needs

2-Safety/Security Needs

3-Love/Belongingness Needs

4-Esteem Needs

5-Self Actualization Needs

Individuals need to balance

professional and personal needs

Professional Networking

type of social network service that is focused solely on interactions and relationships of a business nature rather than including personal, non business interactions

interpersonal communication

direct, face-to-face communication between two or more people

-helps to create an open and honest work culture where employees feel they have the ability to communicate with all levels of the organization. Strong interpersonal skills help to make people more relatable to others, which is an important quality in the workplace.

leadership advantages of professional networks

helping you identify career opportunities, build a successful team, anticipate organizational changes, and stay on top of industry trends

characteristics of productive leaders

-appropriate interaction with others,

-empathy,

-mentoring

-helping others,

-motivation,

-empowerment,

-feedback,

-supervision,

-collaboration,

-other's contributions

Elements of the communication process

sender, receiver, message, and feedback

Sender

the originator of the message in the communication process

Receiver

person to whom message is sent during the communication process

message

the information transmitted by the source in the communication process

feedback

The receiver's response to a message in the communication process

common approaches to getting feedback on messages

-be open to feedback

-be aware of nonverbal communication

-ask questions

-paraphrase

nonverbal communication

communication based on a person's use of voice and body, rather than on the use of words (eye behaviors, facial expressions, movements and gestures, voice-tone and volume)

-can help to determine emotional states, power and dominance, and credibility

Conflict Negotiation

the process of negotiating an understanding between people in a conflict, so that a peaceful resolution can be reached.

-perception of fairness is crucial

-provides the team with faith in their ability to continue to co-operate with each other

listening skills

the ability to hear and understand messages that are being sent characterized by using eye contact, positive body language, and positive feedback

importance of listening skills

-make workers more productive

-allows workers to better understand assignments they are given

-listeners work better in a team environment

-allows workers to build a strong rapport with coworkers, managers, and clients

-good listeners also have a better track record resolving problems with customers.

Leader-Member Exchange (LMX) Theory

-deals with how leaders influence member behavior, INDIVIDUAL dyadic relationship between leaders and subordinates

Highlights the importance of leader behaviors not just toward the group as a whole but toward individuals on a personal basis. (role taking, role making, routinization)

-creation of an in-group and an out-group

-aka VERTICAL DYADIC LINKAGE THEORY

group dynamics

the ways in which individuals affect groups and the ways in which groups influence individuals

team building

a process that consists of formal activities intended to improve the development and functioning of a work team

group dynamics impact.....

team building

effective leader feedback

-make it relevant

-stay focused

-provide context

-listen carefully

-be compassionate

-follow up

characteristics of an effective follower

1. Exemplify Core Values

2. Decision Maker

3. Commitment

4. Problem Solving

5. Organizational Understanding

6. Flexibility

7. Competence

8. Good Communication skills

9. Courage

10. Enthusiasm

being a leader and a follower

has a dual role of being both

Group vs. Team

-group is a collection of individuals who coordinate their individual efforts.

-team is a group of people who share a common team purpose and a number of challenging goals. Members of the team are mutually committed to the goals and to each other

Advantages of teamwork

-increased productivity

-increased speed

-reduced costs

-improved quality

-reduced destructive internal competition

-improved workplace cohesiveness

disadvantages of teamwork

1. groupthink

2. hidden agendas

3. social loafing

characteristics of effective teams

-Clear sense of purpose/direction

-Open and honest communication

-support risk taking and change

-defined roles

-communicate freely

-common goals

-encourage differences in opinion

-collaboration

-Creative thinking

-Accountability

-Focus

-Decision by consensus

-team trust

functional teams

A team whose members come from the same department or functional area

cross-functional teams

corporate teams whose members represent various functions of the organization, such as R&D, design, production, marketing, distribution, and customer service

self-managed teams

a group of employees that's responsible and accountable for all or most aspects of producing a product or delivering a service. Traditional organizational structures assign tasks to employees depending on their specialist skills or the functional department within which they work.

strategic vision

The long-term direction and strategic intent of a company.

Provides a perspective on where the organization is headed and what it can become in the future (analyze environment)

Strategic Planning

the managerial process of creating and maintaining a fit between the organization's objectives and resources and the evolving market opportunities

strategic implementation

the process of planning, allocating and controlling resources to support the chosen strategies

mission statement

a short, specific written statement of the reason a business exists and what it wants to achieve

evaluating leadership strategies

-create opprotunities for feedback

-make time for self-reflection

-check the clarity of your vision

crisis management

a coordinated effort to handle all the effects of unfavorable publicity or another unexpected unfavorable event

process for crisis management

-Risk identification

-Risk assessment and ranking

-risk reduction strategies

-crisis prevention simulations

-crisis management

Risk Identification

Identifying the potential project risks and documenting their characteristics.

risk assessment and ranking

evaluation of the short-term and long-term risks associated with a particular activity or hazard

Risk Reduction Strategies

1. Preparation for the activity

2. Conduct of the activity

3. Injury management

4. Records management

Crisis Prevention

involves activities that managers undertake to try to prevent crises from occurring and to detect warning signs of potential crises

what must leaders understand about change

recognize the need for change and understand why people resist change

Change Process

approach to transitioning individuals, teams, and organizations using methods intended to re-direct the use of resources, business process, budget allocations, or other modes of operation that significantly reshape a company or organization

Change Management Process

the sequence of steps that a manager would follow for the successful implementation and adoption of change

mission

sentence describing a company's function, markets and competitive advantages; a short written statement of your business goals and philosophies

vision

an encompassing explanation of why the organization exists and where it's trying to head

goals

The broad, long-term accomplishments an organization wishes to attain.

leadership development plan

1) initial diagnosis

2) assessment

3) design

4)implementation

5) support

6) evaluation

a detailed plan that helps you set your career towards advanced leadership roles and senior management positions.

individual leadership

focus more on what is best for individuals

organizational leadership

a dual focused management approach that works towards what is best for individuals and what is best for a group as a whole simultaneously. It is also an attitude and a work ethic that empowers an individual in any role to lead from the top, middle, or bottom of an organization.

-try to get individuals to attain their goals and group goals, goals for groups and individuals

Leadership Theory

An explanation of some aspect of leadership; theories have practical value because they are used to better understand, predict, and control successful leadership.

-schools of thought brought forward to explain how and why certain individuals become leaders. The theories emphasize the traits

contingency theory of leadership

the idea that the effectiveness of a leader depends both on how task oriented or relationship oriented the leader is and on the amount of control the leader has over the group