Contemporary Leadership – Flashcards
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Leadership
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influence relationship among leaders and followers, who intend real changes and outcomes with personal responsibility and integrity that reflects a shared purpose
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Whats involved in Leadership?
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-Follower -Intention -Change -Shared Purpose -Influence -Personal Responsibility and Integrity -Leader
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6 1/2 Paradigm Shifts(old vs. new)
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1. Stability vs. Change Crisis Management 2. Control vs. Empowerment 3. Competition vs. Collaboration 4 and 1/2. Uniformity and Diversity -People -Jobs 5. Self centered vs. Higher Ethical Purpose 6. Hero vs. Humble
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Contrasting Old vs. New Paradigm Shifts
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-Old aligns with Management -New aligns with Leadership
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Hallmarks of Great Leadership
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1. Develop and Communicate Strong Beliefs 2. Accept Responsibility 3. Surround yourself with Great People 4. Study, Read, and Learn
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Differences between Leadership and Management(1.Direction)
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Management-Plan, Budget, Bottom Line Leadership-Create vision to move us forward eye on horizon
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Differences between Leadership and Management(2. Alignment)
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Management-Direct and Control Leadership-Create culture
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Differences between Leadership and Management(3. Relationships)
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Management-Boss and Power from position Leadership-Coach, Power from personal, and Characteristics
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Differences between Leadership and Management(4. Personal Qualities)
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Management-Emotional Distance, Talk, Conform, and Problem Solving Leadership-Emotional Connections, Open Minded, Non Conformist, Listening
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Differences between Leadership and Management(5. Outcomes)
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Management-Culture and Efficiency, Status Quo, and Stability Leadership-Change
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Trait Approach
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-distinguishing personal characteristics -certain traits make you a leader -1900's-1925's
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Great Man Theory
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wealthy, high class, men are born with the traits that make them successful leaders
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Traits that are helpful
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-Optimism -Self-Confidence -Honesty -Integrity -Drive (Traits alone do not equal effective leadership Weak relationship between traits and effectiveness)
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Behavioral Approach
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anyone who engages in certain behaviors can be an effective leader -anyone can be a leader -1925-1945
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Autocratic
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use power based on formal position, control rewards and punishment. Coerce to get compliance. -Task Oriented -Job Centered
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Democratic
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delegate authority, encourage participation, get compliance via respect and trust. -Relationship Oriented -Employee Centered
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Ohio State
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Initiating Structure Consideration -high or low on both -High Consideration--->less turnover, less grievance -High Initiating Structure--->Better Performance
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University of Michigan
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Employee Centered vs. Job Centered
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Leadership Grid(High Concern for People, Low Concern for Results)
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Country Club Management
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Leadership Grid(High Concern for People, High Concern for Results)
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Team Management
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Leadership Grid(Low Concern for People, Low Concern for Results)
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Impoverished Management
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Leadership Grid(High Concern for People, Low Concern for Results)
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Authority-Compliance Management
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Leadership Grid(In the middle)
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Middle of the Road Management
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Relational
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Dyad Leader-Follower Interaction between Leader and Follower determines effectiveness -Unique relationship between leader and follower determines followers reactions and ultimately leaders effectiveness
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Vertical Dyad Linkage(VDL)
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-dyad is important, unit of interest
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Leader-Member Exchange(LMX)
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-dyad quality depends -can have relationships with differing quality with each subordinate -Ingroup(High Quality)---social exchange -Outgroup(Low Quality) --Formal contrast dictates economic exchange
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Partnership Building
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-possible to have high quality relationships with each subordinate(i.e., member) and you should
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Contingency Approaches
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-Leader -Follower -Situation
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Contingency
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-one thing depends on another
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The most effective type of leadership...
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-is contingent upon(i.e., depends upon)situation and followers
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Fiedler's(1967)
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-Match leader with situation that is more favorable for their success
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Fiedler-What's the Leader's style?
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-Task Oriented -Relationship-Oriented
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Fiedler-Assess favorableness of situation
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-Leader-Member Relations? -Task Structure? -Positional Power?
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Relationship Oriented Leaders
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-most effective in moderately favorable scenarios
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Task Oriented Leaders
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-most effective in very favorable or very unfavorable situations
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Hersey and Blanchard
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-Characteristics of followers determine the most effective leader behavior
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Low Ready Follower
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-few skills, little education, no confidence(ex: fast food worker) -Telling Style(High T.O., High R.O.)
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Moderate Ready Follower
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-lack some education, able, confident(ex:intern) -Selling Style(High T.O., High R.O.)
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High Ready Follower
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-education, experience, lack confidence(ex:new hire) -Participating(Low T.O., High R.O.)
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Very High Ready Follower
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-confident, experienced, educated(ex:doctor, professional) -Delegating(Low T.O., Low R.O.)
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VROOM-JAGO
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-applied 1. Set of Diagnostic Questions 2. Set of Decision Rules-->Development vs. Time 3. Leader Participation Styles 1.Decide Leader Centered 2. Consult Individual 3.Consult Group 4. Facilitate 5. Delegate Subordinate Centered
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Path Goal Theory
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-Leaders job=increase follower motivation ---->2 ways: 1)Clarify the path 2)Increase the Rewards
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Performance
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Motivation and Ability
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Situation-Followers lack self confidence
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Leaders Behavior-Supportive Behavior Follower Impact-High Confidence Outcome-Increased Motivation and Performance
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Situation-Ambiguous Job
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Leaders Behavior-Directive Leadership Follower Impact-Clarify Path Outcome-Increased Motivation and Performance
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Situation-Lack of Job Challenge
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Leaders Behavior-Achievement Oriented Leadership Follower Impact-Work with Follower to set and strive for challenging goals Outcome-Increased Motivation and Performance
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Situation-Incorrect Rewards
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Leadership Behavior-Participated Leadership Follower Impact-Change the Reward to something desired Outcome-Increased Motivation and Performance
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Substitutes for Leadership
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-Some situational variables are so powerful that they substitute or neutralize the need for certain types of Leadership Behavior
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Goal of Leader
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-is to provide followers with what they don't get from the (organization, task, and group=situational variables)
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Personality
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-unseen characteristics that underlie a relatively stable pattern of behavior in response to ideas, objectives, and people in the environment
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BIG 5:Ocean
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Openness to Experience=degree to which creative, imaginative, willing to consider new ideas, broad range of interests. High Openness:intellectually curious; seek out new experiences Low Openness:stick to the tried and true ways
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BIG 5: oCean
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Conscientiousness=degree to which responsible, dependable, persistent, achievement oriented High Conscientiousness:focused on a few goals and pursue them with persistence. Low Conscientiousness:tend to be easily distracted and more impulsive
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BIG 5: ocEan
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Extroversion=degree to which outgoing, sociable, talkative, comfortable meeting new people High Extroversion: Extrovert-confident, seek out leadership positions, assertive, like authority, competitive Low Extroversion: Introvert-drained by social encounters, need time to recharge batteries, less likely to take on leadership
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BIG 5: oceAn
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Agreeableness=degree to which people are cooperative, good natured, compassionate, trusting, forgiving, and able to get along -Secret to today's leader
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Neuroticism
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Neuroticism-=degree to which calm, well adjusted, secure High Neuroticism-Low Emotional Stability, tense, anxious, depressed, feedback personal Low Neuroticism=High Emotional Stability, handle stress well, never take criticism personally
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Extroversion, Agreeableness, Conscientiousness, Low Neuroticism(BIG 5: OCEAN)
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-generally found among more successful leaders
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Attitudes
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-positive or negative attitudes/evaluations about people, places, or things
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3 Components of Attitudes
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1.Affect=feelings 2.Behavior=attitudes predispose individuals to behave a certain way 3.Cognition=thoughts
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Self-Concept
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-attitude about self
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McGregor's Theory X
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-assumes people are lazy, will avoid work, and avoid responsibility -Task Oriented/Autocratic
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McGregor's Theory Y
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-assumes people DO NOT inherently dislike work, they will work hard and be motivated if they care. -Relationship Oriented
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Perception
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-reality
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Attribution Theory
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-refers to how people draw conclusions about what caused certain Behaviors/Events
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Internal Attribution
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-the characteristics of the person led to the behavior
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External Attribution
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-something about the situation caused the behavior
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Fundamental Attribution Error
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-tendency to underestimate the influence of external factors and overestimate the influence of internal factors
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Self-Serving Bias
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-tendency to overestimate the influence of internal factor's on on's successes and overestimate the influence of external factors on one's failures
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4 Perceptual Distortions(Stereotyping)
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-assign person to a category and then make generalizations about person leased on category membership
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4 Perceptual Distortions(Halo Effect)
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-overall impression of an individual is based on one thing about them
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4 Perceptual Distortions(Projection)
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-tendency to see one's own personal traits in other people
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4 Perceptual Distortions(Perceptual Defense)
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-tendency to protect oneself by disregarding ideas or situations that are threatening or unpleasant
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Observed Behavior of Others(Distinctiveness, Behave this way in other situations?)
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Yes--->Internal Attribution No--->External Attribution
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Observed Behavior of Others(Consistency, History of behaving this way)
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Yes--->Internal Attribution No--->External Attribution
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Observing Behavior of Others(Consensus, Do others behave this way in same situation?)
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Yes--->External Attribution No---->Internal Attribution
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Myers Brigg Type Inventory(MBTI)
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-there are differences in individuals' preferences for gathering and evaluating information which influence problem solving and decision making
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(MBTI) Where do you get your strength and energy?
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(I) Introvert=gain energy from being alone (E) Extrovert=gain energy from being around others
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(MBTI) How do you absorb information?
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(S) Sensers=gather info based on 5 senses (N) Intuition=focuses on hunches NOT FACTS
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(MBTI) What role do emotions play in decision making?
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(T) Thinker=rely on logic and facts (F) Feeler=rely on values; sense of what's right or wrong
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(MBTI) How do you feel about ambiguity/quick decisions?
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(J) Judger=like certainty, closure, deadlines (P) Perceiver=Enjoy ambiguity, hate deadlines, gather lots of data
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Most leaders are..
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-Judgers
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1/2 of leaders are...
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-Introverts
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2 most common leader preferences are...
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-Thinking and Judging
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Thinker is more common among...
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-business leaders and scientists
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EQ-Emotional Intelligence
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-ability to perceive, interpret, understand, and successfully manage emotions in yourself and others
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Leaders with EQ..
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-have more satisfied and motivated subordinates
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Managing Emotions
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-does not equal suppressing emotions
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Ways to Manage Emotions
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1. Recognize own emotions and how they impact your life ----Base of all other EQ competencies 2. Control disruptive, unproductive emotions and desires 3. Identify and understand emotions in others 4. Treat others with compassion, empathy, and professional intimacy without letting it cloud your judgement
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Managing Emotions Grid(Self and Awareness)
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-Self Awareness
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Managing Emotions Grid(Others and Awareness)
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-Social Awareness
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Managing Emotions Grid(Self and Behavior)
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-Self Management
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Managing Emotions Grid(Others and Behavior)
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-Relationship Management
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Leadership Era 1
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-a pre-industrial and pre-bureaucratic era with small organizations run by a single individual who hired workers in a stable environment; the era of Great Man leadership and emphasis on personal traits
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Leadership Era 2
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-hierarchy and bureaucracy with organizations so large they require rules and standard procedures; the "rational manager" directs and controls using an impersonal approach in a stable environment
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Leadership Era 3
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-the era of the team leader and the change leader and the emergence of knowledge work, horizontal collaboration, and a shift to influence theories; leadership is shared to the person with the most knowledge in an unstable environment
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Leadership Era 4
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-the digital information age in which everything is changing fast; leaders emphasize relationships and networks and influence others through vision and values
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Locus of Control
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-the extent to which people believe they have the power over events in their lives.
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Internal Locus of Control
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-believes he or she can influence events and their outcomes
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External Locus of Control
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-blames outside forces for everything
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Emotional Contagion
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-the tendency for two individuals to emotionally converge
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Fear-Driven Indicators
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-Caution and secrecy -Blaming and attacking -Excessive Control -Sidelines criticalness -Coming unglued -Aloofness and distance -Resistance hidden -Separate and competing interests
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Love-Driven Indicators
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-Openness and authenticity, even when it's difficult -Understanding diverse viewpoints -Expecting others to do great things -Involvement and discernment -Keeping perspective -Interpersonal connection -Resistance out in open, explored -Alignment and common ground sought
