leadership

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Henry Wadsworth Longfellow

Lives of great men all remind us We can make our lives sublime and, departing, leave behind us footprints on the sands of time.

Profiles in Leadership

Zayed bin Sultan Al Nahyan, Bill Gates, Alexander Hamilton, Harry Truman, Paul Revere

Leadership

is a complex phenomenon involving the leader, followers, and situation

3 situations

personality, physical traits, behaviors

Leadership

the process by which an agent induces a subordinate to behave in a desired manner

informal leadership

What does the word subordinate exclude in the statement: the process by which an agent induces a subordinate to behave in a desired manner

Leadership

directing and coordination the work of group members: may deemphasize emotional aspects of leadership

Leadership

an interpersonal relation in which others comply because they want to, not because they have to: exclude any kind of coercion as a leadership tool

Leadership

actions that focus resources to create desirable opportunities

Leadership

the process of influencing an organized group toward accomplishing its goals

Leadership

creating conditions for a team to be effective

Leadership

the ability to engage employees, build teams, and achieve results management

Leadership

a complex form of social problem solving

What is the difference between successful and effective leaders

successful leaders don’t leave much of an impact on their followers as they focus on self-development. Rather, effective leaders make sure that they contribute to the overall development of the organization.

quality of a successful leader

promoted quickly through the ranks

quality of a successful leader

spends more time in organizational socializing and politicking

quality of a successful leader

spend less time on traditional management responsibilities such as planning and decision making

quality of a effective leader

make real contributions to their organization’s performance

Why does leadership remains partly an art as well as a science

some managers may be effective leaders without ever having taken a course or training program in leadership

Why does leadership remains partly an art as well as a science

some scholars in the field of leadership may be relatively poor leaders themselves

Why does leadership remains partly an art as well as a science

skills in analyzing and responding to situations vary greatly across leaders

Leader

coaches, guides, and inspires their followers, ensuring that everyone and their situation improves

Leader

Has the following qualities: Innovate, Develop, Inspire, Has a long-term view, Asks what and why ,Originate, Challenges the status quo

Manager

a person who manages a group of people in an organization

Manager

Has the following qualities: Administer, Maintain, Control, Have a short-term view, Asks how and when, Imitate, Accepts the status quo

Leadership Myths

Good leadership is all common sense

Leadership Myths

Leaders are born, not made

Leadership Myths

Research shows cognitive abilities and personality traits are partially innate

Leadership Myths

The only school where leadership is learnt from is the school of hard knocks

Fred Fiedler

the first researcher to formally recognize the importance of the leader, follower, and situation in the leadership process

Hollander’s Interactional Framework for Analyzing Leadership

states that leadership is a function of three elements – the leader, followers, and the situation

application of role-approach (three elements)

leader, followers, and situation

constructionist approach

views leadership as combined acts of leading and following by different individuals, whatever their formal titles or positions in an organization may be

final important aspect of the framework

leadership is the result of a complex set of interactions among the three elements

in-group

subordinates with high degree of influence and attraction with leaders (loyal, committed, and trusts them)

out-group

opposite of in-group or much more tame

leadership

a social influence process shared among all members of a group. It is not restricted to the influence exerted by someone in a particular position or role; followers are part of the leadership process, too

Elements on why effective leaders differ from the others

unique personal history, interests, character traits, motivations

Personality

can affect leadership through temperament

Status Attainment

elected officials are better able to influence a group toward goal than appointed ones

Experience

important to her or his effectiveness

Legitimacy

affected by the extent of follower participation in a leader’s selection

Followers

Critical part of the leadership equation, but not always appreciated (in empirical research)

Followers

Workers who are a leader’s goals and values, and who feel intrinsically rewarded for performing a job

five basic styles of followership

Alienated followers, Conformist followers, Pragmatist follower, Passive followers, Exemplary followers

Alienated followers

points out all negative aspects of the organization to others; leaders see them as cynical, negative, and adversarial

Conformist follower

are the “yes people” of organizations

Pragmatist followers

rarely committed to their group’s work goals, but they have learned not to make waves; mediocre performers

Passive followers

they rely on the leader to do all the thinking and lacks enthusiasm; require constant direction

Exemplary followers

consistently independent, innovative, and willing to stand up to superiors; essential to organizational success

crucial for followers.

Motivation, number of follower, and relations with leaders

Difference between Revere and Dawes

Revere was a gregarious and social person (a connector), he has a knack of being at the center of things, which made it easy for him to start a word-of mouth epidemic – he knew who the key figures are

heroic theory

leadership is a general personal trait expressed independently of the situation in which the leadership is manifested

decision-making’s series of specifiable steps

assessing the facts of a situation (sense), categorizing those facts (categorize); and responding based on established practice (respond)

Stereotype Threat

situation in which people feel themselves at risk of being judged by others holding negative stereotypes about them

Glass Cliff

intriguing finding that female candidates for an executive position are more likely to be hired than equally qualified male candidates when an organization’s performance is declining

Classic Study of Sex Roles by Schein:

bias in sex-role stereotypes created problems for women moving up through managerial roles

Classic Study of Sex Roles by Schein

there is a high correlation between the ways both male and female respondents perceived “male” and “managers”

Classic Study of Sex Roles by Schein

there is no correlation between the way respondents perceived “females” and “managers”

Interactive Leadership

a leadership style that encourages participation and shared power information from followers

Interactive Leadership

enhances others’ self-worth as best results comes out when they’re excited and feel good about themselves

Interactive Leadership

developed due to women’s socialization experiences and career paths

Hubris

extreme and unreasonable feeling of pride and confidence in oneself; a transitory condition that develops in the wake of recent successes and acquisition of power

Hubristic Leaders

ignore advice and criticism of others, almost drunk with their power and unconditional positive self-regard

Warning Signs of hubristic leadership

a propensity to see the world as an arena so they can exercise power and seek glory

Warning Signs of hubristic leadership

a predisposition to take actions likely to cast the individual in a good light

Warning Signs of hubristic leadership

disproportionate concern with image and presentation

Warning Signs of hubristic leadership

excessive confidence in their own judgment and contempt for advice from others

Warning Signs of hubristic leadership

exaggerated beliefs about oneself

Warning Signs of hubristic leadership

restlessness, recklessness, and impulsiveness

Narcissism

haracteristic personality trait; belief that they deserve praise and admiration because they are unique and special

Difference of narcissists and hubrists

Narcissists are intoxicated with themselves, whilst hubrists are intoxicated with power and success

Leader Development

refers to methods intended to facilitate growth in an individual’s perspectives or skills

Leadership Development:

designate a focus on developing shared properties of whole groups or social systems

most common approach to developing leaders but not the most effective method

formal training

Action-Observation-Reflection Model

making the most of experience is key to developing your leadership ability

Action-Observation-Reflection Model

leadership development depends not just on the kinds of experiences you have but also how you use them to foster growth

Action-Observation-Reflection Model

shows that leadership development is enhanced when the experience involves three different processes: action, observation, and reflection

Action-Observation-Reflection Model: key qualities

extraordinary tenacity in extracting something worthwhile from their experience and in seeking experiences rich in opportunities for growth

The Key Role of Perception in the Spiral of Experience: Experience

is not just a matter of what events happen to you; it also depends on how you perceive those events

The Key Role of Perception in the Spiral of Experience: Perception

affects all three phases of the action-observation-reflection model and plays an important role in what anyone will extract from a situation

On Being Observant and Lucky and Learning from Experience

unlucky people are somewhat more anxious than lucky people and that might disrupt their ability to notice things that are unexpected

Observing through Various “Lenses”

Binoculars, Bifocals, Magnifying Glasses, Rose-Colored Glasses, Blindfolds

Binoculars (literal)

helps you see things that are so far away you can’t see them as well as you’d like

Binoculars (figurative)

stepping back from the situation and choosing a vintage point to better observe the overall scene

Bifocals(literal)

helps you clearly see things both far away as well as very close to your face

Bifocals(figurative)

encourages you to overcome bias by always looking for alternate or contrasting perspectives by which to view a scene

Magnifying Glasses(literal)

lets you examine small details of something otherwise seem nearly invisible

Magnifying Glasses(figurative)

helps you focus on items of critical importance; a way of looking that helps you clearly attend to what is important

Rose-Colored Glasses(literal)

suggests that one is viewing a situation in an unrealistically favorable light

Rose-Colored Glasses(figurative)

intentional act of seeing opportunities and not being distracted or deceived by obvious flaws

Blindfolds(literal)

prevents us from seeing

Blindfolds(figurative)

reminds you to be mindful of what has been seen-or not; and of how it had been seen-or not. It can help you summon what has already been seen or noticed in order to reflect on why something was missed or misunderstood

fallacy

it assumes we attend to all aspects of a situation equally

perceptual set

we are selective in what we attend to and what we, in turn, perceive; it influences any of our senses, and they are the tendency or bias to perceive one thing and not another.

factors that affect the perceptual set

feelings, needs, prior experience, expectations

Perception and Observation

seem to take place spontaneously and effortlessly; they are a passive process

Attributions

are the explanations we develop for the characteristics, behaviors, or actions to which we attend.

factors that affect the attribution process

Fundamental Attribution Error, Self-Serving Bias, Actor/Observer Difference

Fundamental Attribution Error

the tendency to overestimate the dispositional causes of behavior and underestimate the environmental causes when others fail