LDSP FINAL

Assigned Leadership

people who are leaders due to their formal position or job title

Emergent Leadership

people who become leaders based on how others perceive them and how others respond regardless of title

Managers

Kotter planning/budgeting, controlling/problem solving

Zaleznik – unidirectional authority, reactive, lower emotional involvement, give instruction

Leaders

Kotter – establish direction, aligning ppl, motivating

Zaleznik – multidimensional influence, shapes ideas, emotionally involved, influence followers

Northouse Leadership

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

Great Man Theories

Focused on identifying innate qualities and characteristics of great social, political, and military leaders

5 major leadership traits

1. Intelligence

2. Self confidence

3. Determination

4. Integrity

5. Sociability

Intelligence and leadership

o   Linear increases in intelligence and associated with increase in perceived ldsp

o   Curvilinear increases in intelligence are associated with increases in perceived ldsp only to a point after which further increases in intelligence are associated with decreases in perceived leadership

Three Types of Skills

• Technical – having knowledge about being proficient in a specific type of work or activity (working with things)

• Human- having knowledge of about and being able to work with people

• Conceptual – the ability to do the mental work of shaping the meaning of organizational policy or issues (what company stands for and where its going)

Skills model

• skills can be learned and developed

  

Markman’s (2017) Harvard Business Review article “Can You Be a Great Leader without Technical Expertise?”

o   What is the key argument

o   Leadership education needs to evolve

o   Challenges of generalist leadership

o   Implications for training future leaders

o   Organizational risks

o   Today professionals switch jobs and industries more often than in the past

o   This mobility makes it harder to develop deep expertise in any one field which can weaken leadership effectiveness

Task relationship

focuses on getting the job done

Behavior relationship

focuses on relationships with subordinates and their wellbeing

Ohio State Studies

o   Leadership behavior description questionnaire

o   Initiating structure

• Task behavior – organizing work, giving structure to the work context

o   Consideration: leaders nurture subordinates

• Relationship behavior

Michigan Studies

o   Two types of leadership behaviors

• Production orientation

·       Stresses the technical aspects of job

·       Similar to Ohio initiation structure

• Employee orientation

·       Strong human relations

·       Similar to Ohio consideration

Blake and Mouton Leadership Grid

• country club

• team management

• Middle of the road

• Impoverished management

• Authority Compliance Co

Country Club

thoughtful attention to the needs of the people for satisfying relationship levels to a comfortable friendly organization atmosphere

Team Management

work accomplishment is from committed people. Interdependence through a common stake in organization purpose leads to relationship of trust and respect

Middle of the Road

balancing the necessity to get work in such a way that human while maintaining morale of people at a satisfactory level

Impoverished Management

exertion of minimum to get required work done as appropriate to sustain organization membership

Authority Compliance

Efficiency in operations results from arranging conditions of work in a such a way that human elements interfere to a minimum degree

LMX Theory

o   Leadership is a process

o   Leaders treat followers in a collective way

In Group / out group

o   In group – group who identify with each other based on demographics, race, gender, age, religion and geography

o   Out- group – people not in the ingroup

Leadership Making

a prescriptive approach to leadership that emphasizes that a leader should develop high-quality exchanges with all of her/his followers, rather than just a few

Leadership Making Stages

Stranger phase

• rule bound

Acquaintance phase

• testing period

Mature partnership phase

• mutual trust, respect and obligation toward each other

• Found relationship dependable

Three definitions of authentic leadership

o   Intrapersonal – focuses on leader and what goes on inside the leader

o   Interpersonal – created by leaders and followers together/ reciprocal process

Developmental – behavior grounded in leaders good ethics and positive psychological qualities / leadership can be developed/ impact of major life events

Practical approach to authentic ldsp

• Five characteristics of authentic leaders

·       Understand their purpose

·       Strong values

·       Trusting relationships

·       Self-discipline

·       Act from the heart

Theoretical approach to authentic leadership

Followership

a process whereby an individual or individuals accept the influence of others to accomplish a common goal

Perspective on followership

o   Role-based – examines the typical roles followers enact while occupying a formal or informal position within a hierarchical system

o   Relational-based

§  Social constructivism: people create meaning about their reality as they interact with each other

§  Co created by leader and follower

typologies of followership

o   Zeleznik – withdrawn, masochistic, compulsive, impulsive

o   Kelley – Alienated, passive, conformist, pragmatist, exemplary

o   Chaleff- resource, individualist, implementer, partner

Kellerman – isolate, bystander, participant, activist, diehard

Kelly’s (1988) Harvard Business Review article “In Praise of Followers”

followers can assume one of five different roles based on their degree of active engagement and independent critical thinking. These roles range from exemplary, conformist, passive, alienated, an pragmatist followership

Ethical pluralism (moral pluralism)

notion that there are different values that exist and they could conflict with each other

Two axes create ethical lenses in ethics game

• rationality

• sensibility

• equality

• autonomy

Biases that may effect leaders ethical behavior

“Instant entitlement bias”
- Member of team à divide the resources equally
- Selected as the “leader” of team à keep a much larger share of the resources for oneself

Social networks
– People are more likely to inaccurately believe that others agree with them re
- what is ethical when they are in the center of a social network

CEO’s and leaders = center of social networks
• Leaders may have self-serving rationalizations for unethical behavior that focus on their own rights at the expense of others’ rights

How can leaders/managers encourage their employees to behave ethically

• leaders must establish their organizations ethical norms

  • ask “what does our organization stand for”

  • Set high expectations

  • Communicate content of norms

  • Employment practices

    • hire ethical people

    • reward ethical behavior

Theranos (Elizabeth Holmes, Tyler Shultz)

• medical startup company

  • exaggerated claims about its blood tests

• Tyler was an employee, recent graudate

  • whistleblower - someone who informs on behavior that is unethical or illegal

• Elizabeth was the founder & CEO

Common Information effect

o   Team members spend too much time focusing on shared (common) information and neglect unique information

Asymmetrical Information

o   Information is distributed unequally among team members

Asymmetrical Interests

Team members have partially conflicting goals

Bob Mckenna CEO of Peninsula Chamber of Commerce

o   Seek continual improvement

o   Do something each day to improve yourself

o   Know ur job

o   Be decisive

o   Take care of other

o   Set standards

o   Build a team