MGT 475 test one

Leadership

the ability to inspire confidence and support among the people who are needed to achieve organizational goals

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

Emergent Leaders

Group members who significantly influence other group members even though they have not been assigned formal authority

Hyperconnected organizational world

a key force driving collaborative leadership that is fostered by email and social media along with globalization

Functions of management

planning, organizing, directing and controlling

functions of leadership

deals with the interpersonal aspects of a manager's job, like change, inspiration, motivation and influence

Effective Leaders also manage and effective managers also lead

True

Formal leadership does not matter when

- substitutes exist for leadership and can be defined as factors in the work environment that make the leader's role almost superfluous
- when there are other motivators
- in highly specialized teams

substitutes for leadership

Closely knit teams of highly trained individuals, intrinsic satisfaction, computer technology, professional norms

Leadership Roles

Figurehead, spokesperson, negotiator, coach and motivator, team builder, team player, technical problem solver, entrepreneur, strategic planner, executor

Tolerating Ambiguity

being able to accept and profit from vague, uncertain, or inconsistent information or situations. One who "manages the gray"

Satisfactions of leadership

- a feeling of power and prestige
- chance to help others grow and develop
- high income
-respect and status
- good opportunities for advancement
- a feeling of being in on things
- opportunity to control money and resources

Frustrations of Leadership

- Uncompensated overtime
- Too many "headaches"
- Perform or perish
- Insufficient Authority
- Loneliness
- Too many people problems
- Organizational politics
- Pursuit of conflicting goals
- Unethical Perceptions
- Job fatigue and burnout

Leadership process

a function of the leader, group members and other situational variables

leadership effectiveness

refers to attaining desirable outcomes such as productivity, quality, and satisfaction in a given situation

Leader characteristics and traits

inner qualities that help the leader function effectively in many situations

leader behavior and style

activities in which the leader engages, including characteristic approach

group member characteristics

attributes of the group members

the internal and external environment

elements/forces of the situation that may or may not be within the leader's control

followership

70-90% of work in organizations is performed by people in follower roles, to be an effective leader, one needs good followers

Types of followers

isolates, bystanders, participants, activists, diehards

Isolates

completely detached, passively supports status quo, does not care about the leader, needs coaching

bystanders

free riders who are typically detached when it fits their self-interest, have low internal motivation, the leader needs to find the right motivation for them to spark action

participants

shows enough engagement to invest some of their own time and money to make a difference, and are sometimes for and sometimes against the leader and company

activists

considerably engaged, heavily invested in people and processes and eager to demonstrate their support or opposition; the leader has to stay aware of whether the activist is for or against the company

diehards

super engaged to the point that they are willing to go down for their own cause or willing to oust the leader if they feel he or she is headed in the wrong direction, can be an asset or a liability

essential followers share four essential qualities

self-management
committed
competent and focused
courageous

Trait-Based Leadership Perspective

traits and behaviors explain a minimum of 31% of leadership effectiveness

General personality traits of effective leaders

Self-confidence, humility, trustworthiness, sense of humor, authenticity, enthusiasm, optimism, warmth, assertiveness, extraversion, likeability factor, core self evaluation

humility

self-awareness, appreciating the strengths and contributions of others, and openness to ideas and feedback

core self-evaluations

a broader personality trait that captures bottom-line self assessment that is composed of self-esteem, locus of control, generalized self-efficacy, and emotional stability

authenticity

Being genuine and honest about your personality, values, and beliefs, as well as having integrity

Task-Related Personality Traits of Leaders

proactive, mindfulness, passion for the work and people, emotional intelligence, flexibility and adaptability, courage

mindfulness

refers to concentrating on the present moment without making judgements about what is happening

emotional intelligence

refers to the ability to do such things as understanding one's feelings, having empathy for others, and regulate one's emotions to enhance one's quality of life

elements of emotional intelligence

self-awareness, self-management, social awareness, relationship management

courage

leaders need courage to face the challenges of taking prudent risks and taking initiative in general

the motivation to lead

a desire to attain leadership roles as well as to expend effort to meet the requirements of a leadership role

three types of motivation

affective identity, social normative, non-calculative

affective identity

enjoying the leadership role

social normative

viewing leadership as a responsibility and duty

non-calculative

viewing leadership positively despite potential costs

the power motive

effective leaders have a strong need to control resources

Leaders with high power motives have three dominant characteristics

- they act with vigor and determination to exert power
-they invest time in thinking about way to alter behavior
- they care about their personal standing with those around them

personalized power motive

Seek power to further their own interest, does not worry about everybody liking them, creates enemies

socialized power motive

seek power to achieve organizational goals or a vision, helps others

drive

a propensity to put forth high energy towards achieving goals and to be persistent in applying that energy

achievement motivation

finding joy in accomplishment for its own sake

tenacity and resilience motive

refers to an unswerving focus on long-term goals. bounce back from setbacks through continuous efforts

Cognitive Factors

Problem solving and intellectual skills

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practical intelligence

the ability to solve everyday problems by using experience-based knowledge to adapt to and shape the environment

creativity

many effective leaders are creative in the sense that they arrive at imaginative and original solutions to complex problems

insight

a depth of understanding that requires considerable intuition and common sense

intuition

often the mental process used to provide the the understanding of a problem

farsightedness

the ability to understand the long-range implications of actions and policies

conceptual thinking

refers to the ability to see the overall perspective, and it makes farsightedness possible

Strengths of Trait Approach

- strong evidence that leaders must have the right stuff
- serves as a guide to leader selection
- can help people prepare for leadership responsibilites
- person can seek experience to help develop key leadership traits

weaknesses of the trait approach

- does not identify which characteristics are absolutely needed and to what degree
- can breed an elitist conception of leadership
- different situations call for a different combination of traits
- can lead some to be strong at one trait and ignore another

charisma

special quality of leaders whose purposes, powers and extraordinary determination differentiate them from other

charismatic leadership

involves a relationship between leader and people being led; leaders take steps to create favorable impressions and positive visions

three types of charismatic leaders

socialized, personalized, celebrity

socialized charismatics

restrain the use of power in order to benefit others; followers are autonomous, empowered. and responsible

personalized charismatics

use power to serve their own interests; followers are obedient, submissive and dependent

celebrity charismatics

Overlap their public celebrity with socialized & personalized traits.

transformational leader

type of charismatic leader who brings about positive, major changes in an organization

hubris

a tendency to hold overly confident view of one's capabilities and abuse power for own selfish goals

narcisissm

a personality trait characterized by a sense of personal superiority, a desire for power and a sense of self-importance; part of being a charismatic leader is having a self-promoting personality

vision

the ability to imagine different and better future conditions and ways to achieve them

a mission is a purpose, while a vision is an image of the future

true

inspirational vision statements combine three elements

- a reason for being beyond making money
-timeless, unchanging core values
- ambitious, but achievable goals

communication styale of charismatic leaders

- present colorful and imaginative visions and goals
- communicate openly and create a comfortable environment
- leadership by inspiration and storytelling
- use of social media and social networking

transactional leadership

focuses on routine transactions and rewarding group members for meeting standards

leadership polarity

indiciates leaders are often either revered or vastly unpopular, a concern for charismatic leadership

effective leader

one who helps group members attain productivity, including high quality and customer satisfaction, as well as job satisfaction

first criterion of leadership effectiveness

use objective data such as sales, production, cost cutting, job satisfaction and turnover

second criterion of leadership effectiveness

focuses on judgements by others about leadership effectiveness, such as ratings

85% of the leadership behaviors described were focused on these two dimensiosn

consideration and initiating structure

consideration

refers to the extent to which the leader creates an environment of emotional support, warmth, friendliness and trust; shows favorable attitudes when there is an excess of this

initiating structure

extent to which relationships are organized and defined by assigning tasks, specifying procedure to be followed, scheduling work, clarifying expectations and establishing realistic goals; shows unfavorable attitudes when there is an excess of this

task-related attitudes and behaviors of effective leaders

adaptability, direction setting, high performance standards, concentrating on strengths of members, risk taking with execution, hands on guidance and feedback, ability to ask tough questions, organizing for collaboration

relationship oriented attitudes and behaviors

1. Aligning people
2. Openness to worker opinions
3. Creating inspiration and visibility
4. Satisfying higher-level needs
5. Giving emotional support and encouragement
6. Promoting principles and values
7. Being a servant leader
8. displaying patience
9. reducing task ambiguity

leadership style

the relatively consistent pattern of behavior that characterizes a leader

participative leadership

sharing decision making with group members

three types of participative leadership

consultative, consensus, and democratic

consultative leader

leaders confer with group members before making a decision, but the leader retains the final authority to decide

consensus leader

leaders strive for consensus in discussions and decisions are made reflecting a general agreement the group members support

democratic leader

leaders confer final authority to group members, votes

autocratic leadership

leaders retain most of the authority and make all decisions, assuming group members will comply; task oriented

servant leadership

serves constituents by working on their behalf to help them achieve their goals, not the leader's own goals; narcissism is negatively related to this

entrepreneurial leadership

a leader involved in developing and managing a portfolio of new ventures

gender differences in leadership styles

women have certain traits that make them suited for relationship-oriented and transformational leadership while men have a tendency to have a command and control style

360-degree feedback

A formal evaluation of superiors based on input from people who work for and with them, sometimes including customers and suppliers
- best suited for development purposes and not salary talks

leaders who get best results do not rely on just one style of leadership

true

contingency approach to leadership

implies leaders are most effective when they make their behavior contingent on situational forces, including group member characteristics and the internal and external environment surrounding the leadership situation.

The Least Preferred Co-Worker Scale

measures the degree to which a leader describes favorably (relationship oriented leaders) or unfavorably (task related leaders) an employee with whom the leader could work least well with

control in leadership situations is determined by

leader-member relations
task structure
position power

leader-member relations

how well the leader gets along with group members

task structure

clarity of procedures, goals and evaluations

position power

extent of leader's authority to hire, fire, discipline and grant salary increases

Path-Goal Theory of Leadership

specifies what a leader must do to achieve high productivity and morale in a given situation; leaders who clear a path to a goal for their members tend to have more satisfaction

directive style

chosen when task is unclear

supportive style

chosen when group tasks are dissatisfying, frustrating or stressful

participative style

chosen for well-motivated employees who perform nonrepetitive tasks

achievement oriented style

chosen for achievement oriented team members and those working on ambiguous and nonrepetitive tasks

Leader Member Exchange Theory

leaders who adapt their style to different individuals within the group, or have different quality relationships with individuals, are essentially practicing contingency leadership; in and out groups

crisis leadership

The process of leading group members through a sudden and largely unanticipated, intensely negative, and emotionally draining circumstance

evidence based leadership

the conscientious use of multiple sources of evidence in making organizational decisions (findings in empirical studies, data gathered within the organization, experiences and judgements of leaders, values and concerns of stakeholders)

ethics

the study of moral obligations, or of separating right from wrong

morals

an individual's determination of what is right and wrong

moral leadership

when a leader takes a stance on an issue and convinces others to do the same

5 ethical leadership behaviors

1. be honest, trustworthy and have integrity when dealing with others
2. pay attention to all stakeholders
3. build community
4. respect individuals
5. practice healthy leadership

motivated blindness

seeing what we want to see

bounded ethicality

systematic cognitive barriers that prevent us from being as ethical as we would like to be

moral development

preconventional, conventional, postconventional

factors contributing to ethical differences

- motivated blindness
- bounded ethicality
- situational influences
- sense of entitlement
- leader moral identity
- moral development

ethical mind

a view that helps individuals aspire to do good work that matters to their colleagues, companies and societies in general

ethical tests

Is it right?
Is it fair?
Who will it hurt?
Would you want your decision publicized?
What would you tell your child to do? Would you tell someone what you did?

impact of unethical leadership

-Bankruptcy
-Layoffs
-Diminished trust from stockholders
-Discourage talented young people to work there

corporate social responsibility

obligations to society beyond the company's economic obligations to owners or stockholders and beyond those prescribed by the law or contracts

Examples of Strategic Leadership

- triple bottom line (profit, people, planet)
- creating a pleasant workplace
-helping build a sustainable environment
- engaging in philanthropy
- engaging in social entrepreneurship
- establish a written code of ethical conduct
- work with suppliers to improve working conditions
- developing formal mechanisms for dealing with ethical problems
- accepting and not punishing whistleblowers
- provide training on ethics and CSR
- minimize abusive supervision
- take a stand on social issues

whistleblower

an employee who discloses organizational wrongdoing to parties who can take action

virtuous circle

corporate social responsibility and corporate financial performance may feed and reinforce each other

power

the potential or ability to influence decisions and control resources

old power

held by the few, and once it is acquired, it is jealousy guarded; inaccessible to most people

new power

is created by many people, is open, participatory, and peer driven, and is about processes such as empowerment and shared leadership

legitimate power

The lawful right to make a decision and expect compliance.

reward power

the authority to reward employees for compliance

coercive power

the power to punish for noncompliance and is absed on fear

personal power

stems from characteristics or behaviors of the power actor

expert power

the ability to influence others through specialized knowledge, skills and abilites

referent power

the ability to influence others through desirable traits and characteristics

power stemming from ownership

Executive leaders accrue power in their capacity as agents acting on behalf of shareholders.

power stemming from dependencies

dependence perspective: people accrue power when others are dependent on them for things of value

power derived from capitalizing on opportunity

Power can be derived from being in the right place at the right time and taking the appropriate action.

strategic contingency theory

suggest that units best able to cope with the firm's critical problems and uncertainties acquire relatively large amounts of power

moral identity

the extent to which individuals hold a morality as part of the self-concept

Empowerment

passing decision making authority and responsibility from managers to group members

4 componenents of empowerment

meaning, competence/self-efficacy, self determination, impact

self-leadership

people are capable of leading themselves, to an extent

delegation

assigning formal authority and responsibility for accomplishing a specific task on another person

empowerment should be practiced from a contingency perspective

true

organizational politics

informal approaches to gaining power through means other than merit or luck

leader political support

political acts and influential behaviors performed by leaders to provide followers with valuable resources to advance individual, group or organizational objectives

pyramid-shaped organizational structure

only so much power is available at the top to distribute to people who want more power

subjective standards of performance

People often resort to organizational politics because they do not believe that the organization has an objective and fair way of judging their performance and suitability for promotion

Machiavellian tendencies

Some people engage in political behavior because they want to manipulate others, sometimes for their own personal advantage.

political skill

an interpersonal style that manifests itself in being socially astute and engaging in behaviors that lead to feelings of confidence, trust and sincerity

strategies to control politics

- avoid favoritism and cronyism
- set a good example at the top
- individuals and the organization need to share the same goal
- organizational leaders must be aware of its causes and techniques
- hiring people with integrity

influence

the ability to affect the behavior of others in a particular direction

Possible outcomes of power and influence

commitment, compliance and resistance

commitment

the target of the influence attempt is enthusiastic about carrying out the request and makes a full effort and is fully engaged

compliance

the target person is apathetic about carrying out the request and makes only a modest effort

resistance

includes making excuses for why the task cannot be carried out, procrastination, and outright refusal to do the task

influence tactics are affected by

leader's traits and leader's behaviors and situation

leader's traits

an extraverted and warm leader who has charisma can more readily use some influence tactics than a leader who is introverted and cold

leader's behavior

setting high standards facilitates making an inspirational appeal

situation

partly determines which influence tactic will be most effective

influence tactics

often viewed from an ethical perspective; three types:
- those that are essentially honest and ethical
- those that are essentially neutral with respect to ethics and honesty
- those that are essentially manipulative and dishonest

Ethical and Honest Influence Tactics

- lead by example
- using rational persuasion (logic and facts)
- establish connections
- telling true stories and anecdotes
- apprising
- make a personal appeal
- developing a reputation as a SME
- exchanging favors and bargaining
- legitimating a request
- making an inspirational appeal
- consulting with others
- forming coalitions
- being a team player
- practicing hands-on leadership
- giving useful feedback

apprising

the influence agent explains how carrying out a request or supporting a proposal will benefit the target personally, including advancing their career

SME

subject matter expert, displays expert knowledge

legitimating a request

verify that an influence attempt is within your scope of authority and is proven to be consistent with the organizational policies, practices, and expectations of professional people

personal magnetism

the quality of being captivating, charming and charismatic

coalition

a specific arrangement of parties working together to combine their power

hands-on leader

one who gets directly involved in the details and processes of operations

Neutral influence tactics

-Ingratiation
-joking and kidding
-upward appeal
-co-opting antagonists

ingratiation

to gain acceptance or favor for by deliberately trying

upward appeal

the leader exerts influence on a team member by getting a person with more formal authority to do the influencing

co-opting antagonists

win over opponents by making them part of your team or giving them a stake in the system

Dishonest and unethical tactics

- deliberate machiavellianism
- gentle manipulation
- put people under pressure
- debasement

Machiavellianism

tend to initiate actions with others and control the interactions by practicing deception, bluffing and manipulation

putting someone under pressure

when rewards become bribes or threats of punishment becomes sever, target is subjected to undue pressure

Debasement

degrading or insulting oneself to control the behavior of others

New CEOs often say their number one job is to change the culture, but before attempting to do so, they need to study the old culture and understand why it was bad and not leading to growth

True

Sequencing of Influence Tactics

- Begin with the most positive, or least abrasive tactic
- If necessary, proceed to a stronger tactic
- Use a more abrasive tactic such as upward appeal only as a last resort
- Begin with low-cost,low-risk tactics
- If necessary, proceed to higher- cost, higher-risk tactics

implicit leadership theory

personal assumptions about the traits and abilities that characterize an ideal organizational leader

prototypes

positive characterizations of a leader (sensitivity, charisma, trustworthiness)

anti-prototypes

traits and behaviors group members do not want to see in a leader (tyranny, masculinity)

Team

a workgroup that must rely on collaboration of each member to experience optimum success and achievement

teamwork

Work done with an understanding and commitment to group goals on the part of all team members

Leader is often a facilitator who works with two or three teams at a time

True

intergroup leadership

leading a number of teams within the organization

external leadership

leader is not a member of the team or sometimes organization

cooperation theory

a belief in cooperation and collaboration rather than competitiveness

E-leadership

practiced in context where work is mediated by tech

gig economy

workers who are involved in some form of freelancing or contracting, often based on outsourcing

open-book management

a method of getting the company working together as a team by sharing information about company finances and strategy with a large number of employees

off-site training

participation in experiential activities aimed at building teamwork and leadership skills (Ex. Outward Bound)

The LMX Model and Teamwork

Helps explain why one subgroup in a unit is part of a cohesive team, but another group is excluded

in-groups

given favors in response for their loyalty and performance and become a part of a smoothly functioning team

out-group

treated formally and are less likely to experience favors or good teamwork

Reciprocity between leader and members

if leader provides more favors, employees might put in more effort

extra-role behavior

being cooperative in ways that were not expected of them when supervisors and employees have high quality exchanges

transformational effects

an example would be inspiring a subordinate to seek different perspectives when solving a problem or bringing about change

leader status

easier for high status leaders to form high quality relationships

Leader's first impression

plays an important role in placing the group members in the in-group or in the out-group