LDR531 – WEEK 2WDWLLWDISC AssessmentL.docx

LDR531 – WEEK 2WDWLLWDISC AssessmentL.docx

• 1.
  LDR/531 – WEEK2 * WDWLLW?DISC AssessmentLeadershipPersonality * ObjectivesTheories of Leadership Compare and contrast leadership theories.Evaluate the strengths and weaknesses of established leadership styles. * Leadership is:
• 2.
  Are leader’s bornor made? Leader traits – the trait approach is the oldest leadership perspective and was dominant for several decades. The perspective is that some personality characteristics – many of which a person need not be born with but can strive to acquire distinguish effective leaders from other people. Drive, which refers to a set of characteristics that reflect a high level of effort. It includes high need for achievement, constant striving for improvement, ambition, energy, tenacity (persistence in the face of obstacles), and initiative. Leadership motivation – great leaders not only have drive, they want to lead. Integrity is the correspondence between actions and words. Honesty and credibility are especially important. Self-confidence is important because the leadership role is challenging, and setbacks are inevitable. Knowledge of the business, industry, company, and technical matters. The most important personal skill, according to the text, the ability to perceive the needs and goals of others and to adjust one’s personal leadership approaches accordingly. B. Leader Behaviors 1. Leadership behaviors – the behavioral approach attempts to identify what good leaders do. Three general categories of leadership behavior are: (Figure 12.2) a. Task performance behaviors are the leader’s efforts to insure that the work unit or organization reaches its goals. i. This dimension is sometimes referred to as: concern for production directive leadership initiating structure or closeness of supervision.
• 3.
  ii. It includesa focus on: work speed quality and accuracy quantity of output following the rules. b. Group maintenance behaviors is where leaders take action to ensure the satisfaction of group members, develop and maintain harmonious work relationships, and preserve the social stability of the group. i. This dimension is sometimes referred to as: (1) concern for people (2) supportive leadership (3) consideration. ii. Leader-Member Exchange (LMX) theory highlights the importance of leader behaviors not just toward the group as a whole but also toward individuals The ability to influence a group toward the achievement of a vision or set of goals. OR The process of influencing others to understand and agree what needs to be done and how to do it, and the process of facilitating individual and collective efforts to accomplish shared objectives * Types of leadershipLeadership involves influencing others (who influences? What type of influence?)to collaborate and agree (purpose of influence?)on how to complete tasks or projects. Goal of what leadership involves is also what makes leaders effective.
• 4.
  Result of influenceis enthusiastic followers as opposed to indifferent compliance or reluctant obedience. Use of control over rewards and punishments to manipulate or coerce followers is not really leading and may involve the unethical use of power. Specialized role – involves having one leader and more followers Shared influence consists of many leaders in charge of different processes that affect the group * What leaders can influence?Interpretation of external events and sharing of new knowledge by members.Choice of objectives and strategies to pursue.Motivation of members and allocation of resources to achieve the objectives.Development of member skills and confidence. * Direct vs. Indirect LeadershipDirect leadershipImmediate subordinates.Lower-level employees, peers, bosses, or outsidersIndirect leadershipCascading effect of leadership influenceInfluence over formal programs, management systems, and structural formsInfluence over organizational culture 1-*
• 5.
  Direct leadership –influence in person or email. Leader’s direct influence on immediate subordinates. Behaviors used to directly influence immediate subordinates, but a leader can also influence other people inside the organization. Leader’s direct influence on lower-level employees, peers, bosses, or outsiders Indirect leadership – CEO leadership is transmitted through chain of command. Influence over formal programs. Cascading effect of leadership influence Influence over formal programs, management systems, and structural forms Influence over organizational culture – shared beliefs and values of members. * Leadership ApproachTrait Behavior Power-influence Situational IntegrativeLeadership theory comparison Trait – pertains to personality, motives, values, and skills Behavior – pertains to what managers actually do on the job Power-influence – pertains to the influence processes used by managers Situational – pertains to outside factors that influence leadership processes (nature of the work, type of organization, and so forth) Integrative – involves more than one approach Leadership theory comparison *
• 6.
  Leader vs. ManagerLeaderversus manager - A person can lead without being a manager; a manager can manage without being a leader. Are subordinates necessary? Are they mutually exclusive? Are they distinct processes or roles? Are both roles necessary? * Leader vs. Manager Leader Manager * Managers value:Stability, order, efficiencyThoughtfulness, details, experienceEfficiency, rules, guidelinesBeing right, persistence, democracy Leaders value:Flexibility, grand ideas, experienceAdaptation, communication, honestyInnovation
• 7.
  Typical activity patternsin managerial work? Decision processes are disorderly & political, planning is informal and adaptive Interact with peers and outsiders, most via oral communications. Pace is hectic and unrelenting Content is varied and fragmented, reactive All of the above. * Leadership EffectivenessMeasure leader effectivenessFollower attitudes and perceptionsContribution to the quality of group processesSuccessful career as a leader Unit Profits Leader effectiveness is often measured by how goals such as sales and net profits are met. Followers view leaders as satisfying their needs and usually respect, admire, and trust leaders. * Barack Obama
• 8.
  Leadership EffectivenessRead articleabout Obama What traits might Barack Obama possess that contribute to his strong leadership ability? Does Obama’s leadership support a trait perspective of leadership? Why or why not? From a behavioral perspective of leadership, what does Obama do to strengthen his success as a leader? Is Obama an effective leader? Why or why not? When does Obama act as a leader vs. a manager? * Contingency theories and adaptive leadership Contingency theories and adaptive leadership different situationsdifferent subordinate characteristics influence leadership effectiveness. Chapter 7 of Leadership in Organizations Adaptive leadership is necessary when leaders must be more flexible and adaptive to their situation. Managing immediate crises—managers should anticipate problems, recognize early warning signs, and have a prepared plan of action for dealing with them. * Contingency theories and adaptive leadershipOne dependent variable – subordinate satisfaction or performanceOne predictor
• 9.
  variable – task/Oneor more situational variable – short-term conditions Leader traits or broadly-defined behaviors are positively related to subordinate performance or satisfaction. Lack of consistent results = contingency theories. Path Goal, * Contingency Theories Cognitive Resources Theory Leadership Substitutes Multiple Linkage Model LPC Contingency Path-Goal Lead followers towards a goal Manager behavior and situational variables influence follower performance Conditions under which intelligence and experiences are related to group performance Situational variables serve as substitutes Describes how the situation moderates the effects on group performance. Situational Leadership Theory – appropriate type of leadership behavior for the follower/subordinate in various situations. LPC (least preferred co-worker) LPC Scores reveal a leader’s motive hierarchy. High LPC is strongly motivated to have close, interpersonal relationships and will act in a considerate supportive manner. *
• 10.
  Problems with ContingencyTheoriesOver-emphasis on behavior meta-categoriesAmbiguous description of relationshipsInadequate explanation of causal effectsLack of attention to behavior patternsLack of attention to joint effects of situational variablesFailure to distinguish between mediators and situational moderators * Situational LeadershipIntra-individual Dyadic Group processes Organizational processes Multilevel Leader-centered versus follower-centeredDescriptive Prescriptive Universal or contingency Intra-individual – involves examining roles, behaviors, and decision styles Dyadic – examines relationship between leader and subordinate Group processes – focuses on leaders’ influence on team performance Organizational processes – focuses on how a leader adapts to the environment and acquires resources necessary to complete tasks Multilevel – involves application of more than one theory Leader-centered versus follower-centered – extent to which a theory is focused either on a leader or a follower Descriptive – explains leadership processes, describes the typical activities of leaders, and explains why certain behaviors occur in particular situations
• 11.
  Prescriptive – specifieswhat leaders must do to become effective and identifies any necessary conditions for using a particular type of behavior effectively Universal or contingency – describes some aspect of leadership that applies to all types of situations * Class ActivityLeadership Compass * Situational FactorsAge & SizeTechnical SystemEnvironmentPower Number of contingency or situational factors influence the choice of these design parameters. Age & Size – older an org the more formalized its behavior. Larger an org, the more formalized. Larger an org, more elaborate its structure, the more specialized its jobs and units and the more developed its administrative components.Technical System – the more controls the technical system has over the work of the operators, the more formalized the operating work and more bureaucratic the structure.Environment – more dynamic an orgs environment, the more organic its structure. More complex environment, the more decentralized its structure, more diversified an org’s markets, the greater the propensity to split it into market-based units or divisions, given favorable economies of scale.Power – the greater the external control of an org, the more centralized and formalized its structure.
• 12.
  * What are Mintzberg’s10 managerial roles? Select 12 people – each picks from a bag of words and definitions. Need to attach words and definitions to diagram on board. Operating Core – at base of org – people who perform the basic work of the organization Strategic Apex – where the whole system is overseen Middle Line – hierarchy of authority between the operating core and the strategic apex. Technostructure – outside the heirarch of line authority. They perform administrative duties by planning and controlling the work of others. Support Staff – provide various internal services from cafeteria to mailroom. Ideology – (culture) encompasses the traditions and beliefs of an organization * How many managerial position duties and responsibilities did Mintzberg find? Supervising Planning & Organizing Decision Making Monitoring Indicators Controlling Representing
• 13.
  Coordinating Consulting Administering * A leader hasboth immediate & delayed effects on the same criterion. True Immediate outcomes easy to measure Willingness to complete a project Delayed outcomes difficult to assess Influenced by extraneous events Leader can effect both immediate and delayed outcomes May be inconsistent and move in opposite directions * Causal Relationship Between Key Variables 1-* Key Variables in Leadership Theories: Characteristics of the Leader, Follower, and Situation Characteristics of Leader: Traits (motives, personality, values), Confidence and optimism, Skills and expertise, Behavior, Integrity and ethics, Influence tactics, Attributions about followers
• 14.
  Characteristics of Follower:Traits (needs, values, self concepts), Confidence and optimism. Skills and expertise, Attributions about the leader. Trust in the leader, Task commitment and effort, Satisfaction with job and leader Characteristics of Situation: Type of organizational unit, Size of unit, Position power and authority of leader, Task structure and complexity, Task interdependence, Environmental uncertainty, External dependencies * Charismatic and transformational leadershipCharismatic leadership definitionCharismatic leader traits and behaviorsPositives associated with charismaNegatives associated with charisma Charismatic leaders are rare and are often found in new organizations or those in need of change where previous authority has failed, especially in dealing with a severe crisis. Followers perceive them as extraordinary, identify with them on a personal level, and are extremely loyal. Charismatic leaders may be targets of extreme measures such as assassination in order to remove them from their positions. Some positives associated with charismatic leaders are that organizations under their leadership perform at a high level, communication is open, and followers are empowered. Some negatives of charismatic leaders are that followers may
• 15.
  lose sight ofimportant factors due to their awe of the leader and may deny problems or failures and overlook the need for a successor. * Transformational leadershipTransformational leadership involves inspiring, developing, and empowering followers. Transformational leaders often empower followers and encourage independence by delegating authority to individuals or teams. Transformational leaders use a rewards or incentive system to motivate followers and punish those who deviate from performance standards. * Guidelines for transformational leadership “Articulate a clear and appealing vision. Explain how the vision can be attained. Act confident and optimistic. Express confidence in followers. Use dramatic, symbolic actions to emphasize key values. Lead by example” (Yukl, 2013, p. 332). Research on transformational and inspirational leadership – surveys such as the Multifactor Leadership Questionnaire, laboratory and field experiments, analyses of leader descriptions such as biographical studies and intensive case studies *
• 16.
  Miscellaneous Leadership ConceptsTrustand ethics in effective leadershipTests and interviews to identify people with leadership qualities.Leadership trainingMentoring * Barriers to effective communication include: None of the above. Filtering & Selective Perception Language & Communication Apprehension Information Overload & Emotions All of the above. * Team ActivityForeign Auto ShopRead caseEach team selects a question from part 1 or part 2 to answerSelect a spokesperson from your team to report back to the group. The spokesperson needs to be someone different than who spoke last week. *