Leadership is Everyone’s Business Leadership Concepts

Who Do We Mean – “Leadership”? Induce subordinate – Behave in a desired manner Directs – Coordinating followers Followers – Comply because they want to Influence – Toward accomplishing goals Actions – Resources focused on desirable opportunities Create conditions Get results through others 1 - Leadership Is Everyone's Business

Induce subordinate – Behave in a desired manner

Directs – Coordinating followers

Followers – Comply because they want to

Influence – Toward accomplishing goals

Actions – Resources focused on desirable opportunities

Create conditions

Get results through others

Is Leadership a Science or Art? Field of scholarly inquiry Practice of leadership Research findings Helps individuals to better analyze situations using a variety of perspectives 1 - Leadership Is Everyone's Business

Field of scholarly inquiry

Practice of leadership

Research findings

Helps individuals to better analyze situations using a variety of perspectives

Is Leadership Rational and Emotional? Reason – Logic Inspiration – Passion Touching others’ feelings 1 - Leadership Is Everyone's Business

Reason – Logic

Inspiration – Passion

Touching others’ feelings

What is the Difference Between Management and Leadership? Administers vs. Innovates Maintains vs. Develops Controls vs. Inspires Short-term view vs. Long-term view Ask how and when vs. Ask what and why Imitates vs. Originates Accepts status quo vs. Challenges it 1 - Leadership Is Everyone's Business

Administers vs. Innovates

Maintains vs. Develops

Controls vs. Inspires

Short-term view vs. Long-term view

Ask how and when vs. Ask what and why

Imitates vs. Originates

Accepts status quo vs. Challenges it

What is an Ideal Leader and Follower? “ One-man leadership” – Contradiction in terms Ideal leaders – Characterized Honest Competent Forward-looking Inspiring Ideal followers described Honest Competent Independent Cooperative 1 - Leadership Is Everyone's Business

“ One-man leadership” – Contradiction in terms

Ideal leaders – Characterized

Honest

Competent

Forward-looking

Inspiring

Ideal followers described

Honest

Competent

Independent

Cooperative

What is the Difference Between Leaders and Managers? Leaders Different in purpose – Knowledge base – Required skills – Goals More personal in their orientation to group members More global in their thinking Focus on values – Expectations Value cooperation – Not just coordination Foster ideas of unity – Equality – Justice – Fairness Managers Focus on control and results Give clear direction – Make solitary assignments –Work hard for cooperation 1 - Leadership Is Everyone's Business

Leaders

Different in purpose – Knowledge base – Required skills – Goals

More personal in their orientation to group members

More global in their thinking

Focus on values – Expectations

Value cooperation – Not just coordination

Foster ideas of unity – Equality – Justice – Fairness

Managers

Focus on control and results

Give clear direction – Make solitary assignments –Work hard for cooperation

What Myths Hinder Leadership Development? Good leadership Common sense Leaders are born Not made The only school School of hard knocks 1 - Leadership Is Everyone's Business

Good leadership

Common sense

Leaders are born

Not made

The only school

School of hard knocks

Is there a Significant Relationship Between Leadership and Company Performance? Significant positive relationship Between company performance and the number of articles about its leadership More a company’s leadership was emphasized in The Wall Street Journal – The better the company was doing 1 - Leadership Is Everyone's Business

Significant positive relationship

Between company performance and the number of articles about its leadership

More a company’s leadership was emphasized in The Wall Street Journal – The better the company was doing

How do We Analyze Leadership? Leader Followers Situation In-group Out-group 1 - Leadership Is Everyone's Business

Leader

Followers

Situation

In-group

Out-group

What are the Types of Followers? Alienated – Negative Conformist – “Yes people” Pragmatist – Rarely committed Passive – Rely on leader to do all the thinking Exemplary – Self starters Think for themselves Creative solutions Offer constructive advice 1 - Leadership Is Everyone's Business

Alienated – Negative

Conformist – “Yes people”

Pragmatist – Rarely committed

Passive – Rely on leader to do all the thinking

Exemplary – Self starters

Think for themselves

Creative solutions

Offer constructive advice

Are You in the In-Group or Out-Group? High degree of mutual influence and attraction Limited to a few In-group vs. out-group Do you know where you stand with your leader? How well does your leader understand your job problems and needs? How well does your leader recognize your potential? 1 - Leadership Is Everyone's Business

High degree of mutual influence and attraction

Limited to a few

In-group vs. out-group

Do you know where you stand with your leader?

How well does your leader understand your job problems and needs?

How well does your leader recognize your potential?

What are the Common Characteristics of Leaders? Temperament Status Appointed by superiors Less credibility with subordinates Less loyalty Emergent or elected officials – Able to influence group toward goal achievement 1 - Leadership Is Everyone's Business

Temperament

Status

Appointed by superiors

Less credibility with subordinates

Less loyalty

Emergent or elected officials – Able to influence group toward goal achievement

How do We Analyze Followers? Expectations Personality traits Maturity levels Levels of competence Motivation 1 - Leadership Is Everyone's Business

Expectations

Personality traits

Maturity levels

Levels of competence

Motivation

What are the Changing Roles of Followers? Increasing pressure Reduced resources Downsizing Reduced the number of managers Increased management span of control Qualities of good followership – Statistically correlated with qualities typically associated with good leadership Positive correlations – Followership Active engagement and independent thinking Dominance Sociability Achievement Orientation Steadiness 1 - Leadership Is Everyone's Business

Increasing pressure

Reduced resources

Downsizing

Reduced the number of managers

Increased management span of control

Qualities of good followership – Statistically correlated with qualities typically associated with good leadership

Positive correlations – Followership

Active engagement and independent thinking

Dominance

Sociability

Achievement

Orientation

Steadiness

Are Good Women Leaders Hard to Find? Role stereotypes Created problems for women advancement Managers Defined by attributes thought of as masculine Women today See similarity Women – “manager” Not contradiction in terms 1 - Leadership Is Everyone's Business

Role stereotypes

Created problems for women advancement

Managers

Defined by attributes thought of as masculine

Women today

See similarity

Women – “manager”

Not contradiction in terms

What do Women Value in the Workplace? Women – Much like senior men they had worked with Same fears Want best for themselves and for their families Want company to succeed Drive to succeed No Statistically significant differences between men’s and women’s leadership styles Equally analytical People oriented Forceful Goal-Oriented Empathic Skilled at listening Commitment to organization Women were much more likely to be willing to take career risks 1 - Leadership Is Everyone's Business

Women – Much like senior men they had worked with

Same fears

Want best for themselves and for their families

Want company to succeed

Drive to succeed

No Statistically significant differences between men’s and women’s leadership styles

Equally analytical

People oriented

Forceful

Goal-Oriented

Empathic

Skilled at listening

Commitment to organization

Women were much more likely to be willing to take career risks

What do Women Value in the Workplace? (cont.) Men Tend to describe themselves in somewhat transactional terms To influence – Organizational position and authority Women Tend to describe themselves in transformational terms Help subordinates develop commitment for broader goals than their own self-interest Describe influence more in terms of personal characteristics than organizational position Encourage participation Share power and information Remain chief caretakers for their families 1 - Leadership Is Everyone's Business

Men

Tend to describe themselves in somewhat transactional terms

To influence – Organizational position and authority

Women

Tend to describe themselves in transformational terms

Help subordinates develop commitment for broader goals than their own self-interest

Describe influence more in terms of personal characteristics than organizational position

Encourage participation

Share power and information

Remain chief caretakers for their families

What Prevents Women from Advancing to Corporate Leadership? Lack of significant general management or line experience Not in pipeline long enough Male stereotyping – Preconceptions Exclusion from informal networks Inhospitable corporate culture 1 - Leadership Is Everyone's Business

Lack of significant general management or line experience

Not in pipeline long enough

Male stereotyping – Preconceptions

Exclusion from informal networks

Inhospitable corporate culture

How do Leaders Interact with Followers? Leaders Create environments – Followers’ innovations and creative contributions are welcome Encourage growth and development More interested in the big picture of followers’ work Personally motivate followers Redefine tasks Actively change situations Followers Feel a stake in shaping something new, not just maintaining a status quo 1 - Leadership Is Everyone's Business

Leaders

Create environments – Followers’ innovations and creative contributions are welcome

Encourage growth and development

More interested in the big picture of followers’ work

Personally motivate followers

Redefine tasks

Actively change situations

Followers

Feel a stake in shaping something new, not just maintaining a status quo

How do Managers Interact with Followers? Managers Emphasize routinization – Control Followers conform to policies or procedures Assign narrow – Rather than broader tasks Less decision-making discretion Assess followers’ performance in terms of explicit – Specific job descriptions Extrinsic motivation Accept definitions of situations presented to them Unlikely to reorient a group’s task or mission Effect change officially – Control tactics Emphasize stability Emphasize consistency and predictability in follower behavior 1 - Leadership Is Everyone's Business

Managers

Emphasize routinization – Control

Followers conform to policies or procedures

Assign narrow – Rather than broader tasks

Less decision-making discretion

Assess followers’ performance in terms of explicit – Specific job descriptions

Extrinsic motivation

Accept definitions of situations presented to them

Unlikely to reorient a group’s task or mission

Effect change officially – Control tactics

Emphasize stability

Emphasize consistency and predictability in follower behavior

Who will be Successful Leaders in 2010? Cognitive ability - Intellectual horse-power Strategic thinking - Global competition Analytical ability - Sort diverse sources of information Sound decisions - Ambiguity-Uncertainty environments Communication skills Influential – Persuasive with different groups Lead in an environment of diversity Delegate effectively Identify - Attract - Develop - Retain talented people Learn from experience 1 - Leadership Is Everyone's Business

Cognitive ability - Intellectual horse-power

Strategic thinking - Global competition

Analytical ability - Sort diverse sources of information

Sound decisions - Ambiguity-Uncertainty environments

Communication skills

Influential – Persuasive with different groups

Lead in an environment of diversity

Delegate effectively

Identify - Attract - Develop - Retain talented people

Learn from experience

Leadership Involves Interaction Leader – Follower Situation Leadership Concepts

How do We Analyze Followers? Expectations Personality traits Maturity levels Levels of competence Motivation 2 - Leadership Involves Interaction Leader - Follower - Situation

Expectations

Personality traits

Maturity levels

Levels of competence

Motivation

What are the Changing Roles of Followers? Increasing pressure Reduced resources Downsizing Reduced the number of managers Increased management span of control Qualities of good followership – Statistically correlated with qualities typically associated with good leadership Positive correlations – Followership Active engagement and independent thinking Dominance Sociability Achievement Orientation Steadiness 2 - Leadership Involves Interaction Leader - Follower - Situation

Increasing pressure

Reduced resources

Downsizing

Reduced the number of managers

Increased management span of control

Qualities of good followership – Statistically correlated with qualities typically associated with good leadership

Positive correlations – Followership

Active engagement and independent thinking

Dominance

Sociability

Achievement

Orientation

Steadiness

Are Good Women Leaders Hard to Find? Role stereotypes Created problems for women advancement Managers Defined by attributes thought of as masculine Women today See similarity Women – “manager” Not contradiction in terms 2 - Leadership Involves Interaction Leader - Follower - Situation

Role stereotypes

Created problems for women advancement

Managers

Defined by attributes thought of as masculine

Women today

See similarity

Women – “manager”

Not contradiction in terms

What do Women Value in the Workplace? Women – Much like senior men they had worked with Same fears Want best for themselves and for their families Want company to succeed Drive to succeed No Statistically significant differences between men’s and women’s leadership styles Equally analytical People oriented Forceful Goal-Oriented Empathic Skilled at listening Commitment to organization Women were much more likely to be willing to take career risks 2 - Leadership Involves Interaction Leader - Follower - Situation

Women – Much like senior men they had worked with

Same fears

Want best for themselves and for their families

Want company to succeed

Drive to succeed

No Statistically significant differences between men’s and women’s leadership styles

Equally analytical

People oriented

Forceful

Goal-Oriented

Empathic

Skilled at listening

Commitment to organization

Women were much more likely to be willing to take career risks

What do Women Value in the Workplace? (cont.) Men Tend to describe themselves in somewhat transactional terms To influence – Organizational position and authority Women Tend to describe themselves in transformational terms Help subordinates develop commitment for broader goals than their own self-interest Describe influence more in terms of personal characteristics than organizational position Encourage participation Share power and information Remain chief caretakers for their families 2 - Leadership Involves Interaction Leader - Follower - Situation

Men

Tend to describe themselves in somewhat transactional terms

To influence – Organizational position and authority

Women

Tend to describe themselves in transformational terms

Help subordinates develop commitment for broader goals than their own self-interest

Describe influence more in terms of personal characteristics than organizational position

Encourage participation

Share power and information

Remain chief caretakers for their families

What Prevents Women from Advancing to Corporate Leadership? Lack of significant general management or line experience Not in pipeline long enough Male stereotyping – Preconceptions Exclusion from informal networks Inhospitable corporate culture 2 - Leadership Involves Interaction Leader - Follower - Situation

Lack of significant general management or line experience

Not in pipeline long enough

Male stereotyping – Preconceptions

Exclusion from informal networks

Inhospitable corporate culture

Leadership Vs. Management Leaders Innovative Develop Inspire Long-term view Ask what and why Originate Challenge the status quo Do the right things Manager Administer Maintain Control Short-term view Ask how and when Initiate Accept the status quo Do things right 2 - Leadership Involves Interaction Leader - Follower - Situation

Leaders

Innovative

Develop

Inspire

Long-term view

Ask what and why

Originate

Challenge the status quo

Do the right things

Manager

Administer

Maintain

Control

Short-term view

Ask how and when

Initiate

Accept the status quo

Do things right

Leaders Vs. Management (Cont) Leaders Different in purpose- Knowledge base- Required skills- Goals More personal in their orientation to group members More global in their thinking Focus on values, expectations, and contest Value cooperation, not just coordination Foster ideas of unity- Equality-Justice-Fairness Managers Focus on control and results Give clear direction, make solitary assignments- Work hard for cooperation 2 - Leadership Involves Interaction Leader - Follower - Situation

Leaders

Different in purpose- Knowledge base- Required skills- Goals

More personal in their orientation to group members

More global in their thinking

Focus on values, expectations, and contest

Value cooperation, not just coordination

Foster ideas of unity- Equality-Justice-Fairness

Managers

Focus on control and results

Give clear direction, make solitary assignments- Work hard for cooperation

How do Leaders Interact with Followers? Leaders Create environments – Followers’ innovations and creative contributions are welcome Encourage growth and development More interested in the big picture of followers’ work Personally motivate followers Redefine tasks Actively change situations Followers Feel a stake in shaping something new, not just maintaining a status quo 2 - Leadership Involves Interaction Leader - Follower - Situation

Leaders

Create environments – Followers’ innovations and creative contributions are welcome

Encourage growth and development

More interested in the big picture of followers’ work

Personally motivate followers

Redefine tasks

Actively change situations

Followers

Feel a stake in shaping something new, not just maintaining a status quo

How do Managers Interact with Followers? Managers Emphasize routinization – Control Followers conform to policies or procedures Assign narrow – Rather than broader tasks Less decision-making discretion Assess followers’ performance in terms of explicit – Specific job descriptions Extrinsic motivation Accept definitions of situations presented to them Unlikely to reorient a group’s task or mission Effect change officially – Control tactics Emphasize stability Emphasize consistency and predictability in follower behavior 2 - Leadership Involves Interaction Leader - Follower - Situation

Managers

Emphasize routinization – Control

Followers conform to policies or procedures

Assign narrow – Rather than broader tasks

Less decision-making discretion

Assess followers’ performance in terms of explicit – Specific job descriptions

Extrinsic motivation

Accept definitions of situations presented to them

Unlikely to reorient a group’s task or mission

Effect change officially – Control tactics

Emphasize stability

Emphasize consistency and predictability in follower behavior

Who will be Successful Leaders in 2010? Cognitive ability - Intellectual horse-power Strategic thinking - Global competition Analytical ability - Sort diverse sources of information Sound decisions - Ambiguity-Uncertainty environments Communication skills Influential – Persuasive with different groups Lead in an environment of diversity Delegate effectively Identify - Attract - Develop - Retain talented people Learn from experience 2 - Leadership Involves Interaction Leader - Follower - Situation

Cognitive ability - Intellectual horse-power

Strategic thinking - Global competition

Analytical ability - Sort diverse sources of information

Sound decisions - Ambiguity-Uncertainty environments

Communication skills

Influential – Persuasive with different groups

Lead in an environment of diversity

Delegate effectively

Identify - Attract - Develop - Retain talented people

Learn from experience

Successful Executives Extraordinary tenacity in extracting something worthwhile from their experience Seek experiences rich in opportunities for growth People learn more from their experiences when they spend time thinking about them 2 - Leadership Involves Interaction Leader - Follower - Situation

Extraordinary tenacity in extracting something worthwhile from their experience

Seek experiences rich in opportunities for growth

People learn more from their experiences when they spend time thinking about them

Leadership is Developed Through Education & Experience Leadership Concepts

Who are Successful Executives? Extraordinary tenacity Extracting something worthwhile from their experience Seek experiences rich in opportunities for growth Learn more from experiences – When spending time thinking about them 3 - Leadership is Developed Through Education & Experience

Extraordinary tenacity

Extracting something worthwhile from their experience

Seek experiences rich in opportunities for growth

Learn more from experiences – When spending time thinking about them

How Do We Learn? Action – Observation – Reflection 3 - Leadership is Developed Through Education & Experience 1 3 ACTION -What did you do? OBSERVATION What happened? Results Impact on others REFLECTION -How do you look at it now? -How do you feel about it now? 2

Action – Observation – Reflection

ACTION

-What did you do?

OBSERVATION

What happened? Results

Impact on others

REFLECTION

-How do you look at it now?

-How do you feel about it now?

Why Reflection? Difficult to change style without reflection Most people interact with others – To manipulate or control others To minimize emotions Create defensive interpersonal relationships – Limit risk taking Avoid conflict – Mistrust Misperceptions of – Miscommunications with others Ineffective problem solving – Poor decision making 3 - Leadership is Developed Through Education & Experience

Difficult to change style without reflection

Most people interact with others – To manipulate or control others

To minimize emotions

Create defensive interpersonal relationships – Limit risk taking

Avoid conflict – Mistrust

Misperceptions of – Miscommunications with others

Ineffective problem solving – Poor decision making

What are Methods for Reflection? Single-loop learning Learners Seek relatively little feedback Little public testing of ideas against valid information Learn only about subjects within “comfort zone” 3 - Leadership is Developed Through Education & Experience

Single-loop learning

Learners

Seek relatively little feedback

Little public testing of ideas against valid information

Learn only about subjects within “comfort zone”

What is Double-Loop Learning? Learning how to learn Willing to confront one’s own views Invites opinions Open to information and power sharing Learn how to change leadership styles by questioning assumptions about others Question underlying assumptions about others’ goals – Organizational goals 3 - Leadership is Developed Through Education & Experience

Learning how to learn

Willing to confront one’s own views

Invites opinions

Open to information and power sharing

Learn how to change leadership styles by questioning assumptions about others

Question underlying assumptions about others’ goals – Organizational goals

Do We Have a Perceptual Bias? Tendency To perceive one thing and not another Look for negative Look past the positive Stereotypes Powerful impediments to learning 3 - Leadership is Developed Through Education & Experience

Tendency

To perceive one thing and not another

Look for negative

Look past the positive

Stereotypes

Powerful impediments to learning

What does Research Show Regarding Perception? Supervisors were biased toward making attributions About subordinate’s standard performance Supervisors Often recommend punishment be used to remedy performance deficit Self-fulfilling prophecy When our expectations or predictions cause events we predict 3 - Leadership is Developed Through Education & Experience

Supervisors were biased toward making attributions

About subordinate’s standard performance

Supervisors

Often recommend punishment be used to remedy performance deficit

Self-fulfilling prophecy

When our expectations or predictions cause events we predict

How Do We Explain Behavior? When others fail Fundamental attribution error Overestimate causes of behavior Underestimate environmental causes Self-serving bias When we fail – Succeed Blame situation for failures Take credit for success 3 - Leadership is Developed Through Education & Experience

When others fail

Fundamental attribution error

Overestimate causes of behavior

Underestimate environmental causes

Self-serving bias

When we fail – Succeed

Blame situation for failures

Take credit for success

How Do We Learn From Our Experience? Work with others Different backgrounds – Perspectives – Agendas Pay attention Positive and negative reactions Close association with people who have experience Monitor environmental changes 3 - Leadership is Developed Through Education & Experience

Work with others

Different backgrounds – Perspectives – Agendas

Pay attention

Positive and negative reactions

Close association with people who have experience

Monitor environmental changes

How Do We Develop From Our Experience? Accept challenging and difficult tasks Feel responsible for someone else – Increases one’s personal pressure Risk of possible failure – Incentive for leaders to learn Understand differences between large and small organizations 3 - Leadership is Developed Through Education & Experience

Accept challenging and difficult tasks

Feel responsible for someone else – Increases one’s personal pressure

Risk of possible failure – Incentive for leaders to learn

Understand differences between large and small organizations

How Do Executives Learn From Experience? Seek projects involving strategic planning Seek challenging tasks Seek stretch opportunities Seek risk situations where success and failure are possible 3 - Leadership is Developed Through Education & Experience

Seek projects involving strategic planning

Seek challenging tasks

Seek stretch opportunities

Seek risk situations where success and failure are possible

What are the Characteristics of Successful Leaders? Develop and adapt Establish collaborative relations Build and lead teams Consistent exceptional performance Ambitious 3 - Leadership is Developed Through Education & Experience

Develop and adapt

Establish collaborative relations

Build and lead teams

Consistent exceptional performance

Ambitious

What are the Characteristics of Derailed Leaders? Inability to develop or adapt Poor working relations Inability to build and lead a team Authoritarian Poor performance Too ambitious 3 - Leadership is Developed Through Education & Experience

Inability to develop or adapt

Poor working relations

Inability to build and lead a team

Authoritarian

Poor performance

Too ambitious

How do People Feel While Working Through Powerful Learning Events? Negatives Pain Fearful Frustrated Stressed Anxious Overwhelmed Uncertain Angry Hurt Positives Challenged Successful Proud Capable Growing Exhilarated Talented Resourceful Learning 3 - Leadership is Developed Through Education & Experience

Negatives

Pain

Fearful

Frustrated

Stressed

Anxious

Overwhelmed

Uncertain

Angry

Hurt

Positives

Challenged

Successful

Proud

Capable

Growing

Exhilarated

Talented

Resourceful

Learning

What are Development Issues for Women? Ignore or suppress some part of their true selves in order to succeed Understand Strengths Weaknesses Values Needs Priorities Goals as leaders Needs Feel more comfortable exercising authority Deal differently with organizational situations that make them feel helpless. Become more politically sophisticated Closer friendship and family ties 3 - Leadership is Developed Through Education & Experience

Ignore or suppress some part of their true selves in order to succeed

Understand

Strengths

Weaknesses

Values

Needs

Priorities

Goals as leaders

Needs

Feel more comfortable exercising authority

Deal differently with organizational situations that make them feel helpless.

Become more politically sophisticated

Closer friendship and family ties

How do Women Enhance Personal Experiences? Explore dimensions of personal life that enhance professional life Seek opportunities to enrich interpersonal skills Explore psychological benefits from overcoming obstacles Seek emotional support and advice Handle multiple tasks Explore leadership opportunities in volunteer or community organization settings 3 - Leadership is Developed Through Education & Experience

Explore dimensions of personal life that enhance professional life

Seek opportunities to enrich interpersonal skills

Explore psychological benefits from overcoming obstacles

Seek emotional support and advice

Handle multiple tasks

Explore leadership opportunities in volunteer or community organization settings

What are Lessons Learned for Men and Women? Direct and motivate associates Self-confidence Basic management values How to work with executives Understanding other people’s perspective Dealing with people you have no authority over 3 - Leadership is Developed Through Education & Experience

Direct and motivate associates

Self-confidence

Basic management values

How to work with executives

Understanding other people’s perspective

Dealing with people you have no authority over

What do Men Learn from Experience? Technical/professional skills All about the business Coping with ambiguous situations Shouldering full responsibility Persevering through adversity 3 - Leadership is Developed Through Education & Experience

Technical/professional skills

All about the business

Coping with ambiguous situations

Shouldering full responsibility

Persevering through adversity

What do Women Learn from Experience? Personal limits and blind spots Taking charge of career Recognizing and seizing opportunities Coping with situations beyond your control Knowing what excites you 3 - Leadership is Developed Through Education & Experience

Personal limits and blind spots

Taking charge of career

Recognizing and seizing opportunities

Coping with situations beyond your control

Knowing what excites you

What are Effective Education Programs? Educational programs Generally have positive effect on leadership development Individualized feedback Role playing Simulation- Games In-basket exercises Leaderless group discussions 3 - Leadership is Developed Through Education & Experience

Educational programs

Generally have positive effect on leadership development

Individualized feedback

Role playing

Simulation- Games

In-basket exercises

Leaderless group discussions

What is the Link Between Stress and Learning? Growth and development Stimulated by prior learning experiences Able to go against what you did in the past Requires – Unwavering commitment to learning Relentless Willingness to let go of the fear of failure Learning Continues throughout life – Beyond the completion of one’s formal education 3 - Leadership is Developed Through Education & Experience

Growth and development

Stimulated by prior learning experiences

Able to go against what you did in the past

Requires – Unwavering commitment to learning

Relentless Willingness to let go of the fear of failure

Learning

Continues throughout life – Beyond the completion of one’s formal education

What is an Effective Leadership Training Program? Interpersonal Oral-communication Written-communication skills Time management Planning Goal setting In-basket exercises Leaderless group discussions 3 - Leadership is Developed Through Education & Experience

Interpersonal

Oral-communication

Written-communication skills

Time management

Planning

Goal setting

In-basket exercises

Leaderless group discussions

Assessing Leadership and Measuring Its Effects Leadership Concepts

What Methodologies are Used to Study Leadership? Qualitative approach – Case studies In-depth analysis of leader activities Biographies – Common examples of case studies Quantitative approach – Correlation studies Determine statistical relationship Mental abilities Behaviors Experiments – Causal inferences about leadership Independent variable – Test hypothesis Dependent variable – Some measure of leadership effectiveness 4 - Assessing Leadership and Measuring Its Effects

Qualitative approach – Case studies

In-depth analysis of leader activities

Biographies – Common examples of case studies

Quantitative approach – Correlation studies

Determine statistical relationship

Mental abilities

Behaviors

Experiments – Causal inferences about leadership

Independent variable – Test hypothesis

Dependent variable – Some measure of leadership effectiveness

Should We be Concerned about Leadership Talent Number one concern of top leaders Regardless of country or organization 50 percent of the top leaders in many private and public sector organizations Slated to retire in next five years Problem Keeping talent Lack of loyalty Ineffective systems for identifying and developing leadership talent 4 - Assessing Leadership and Measuring Its Effects

Number one concern of top leaders

Regardless of country or organization

50 percent of the top leaders in many private and public sector organizations

Slated to retire in next five years

Problem

Keeping talent

Lack of loyalty

Ineffective systems for identifying and developing leadership talent

Do We have Interesting Data about Leaders? Majority of people in leadership positions Not particularly effective at influencing an organized group toward accomplishing its goals. Fifty percent of Fortune 500 CEOs Dismissed for poor performance – Next three years More than 75% Most stressful part of their job – Immediate boss Only 30 percent of businesses had “healthy and respectful” work climates Record number of mid-level officers Resigning from military – Lack of confidence in senior Army leadership 4 - Assessing Leadership and Measuring Its Effects

Majority of people in leadership positions

Not particularly effective at influencing an organized group toward accomplishing its goals.

Fifty percent of Fortune 500 CEOs

Dismissed for poor performance – Next three years

More than 75%

Most stressful part of their job – Immediate boss

Only 30 percent of businesses had “healthy and respectful” work climates

Record number of mid-level officers

Resigning from military – Lack of confidence in senior Army leadership

Do We have Interesting Data about Leaders? (cont.) 50-90 percent of all new businesses fail within five years 67 percent of all IT projects either fail to deliver promised functionality- Be delivered on time- Stay within budgeted costs Root cause of most major industrial accidents Traced back to poor management oversight Cost-cutting initiatives Over 70 percent of all mergers and acquisitions – Fail to yield projected profitability and synergies Majority of large-scale organizational change initiatives fail to achieve intended results 4 - Assessing Leadership and Measuring Its Effects

50-90 percent of all new businesses fail within five years

67 percent of all IT projects either fail to deliver promised functionality- Be delivered on time- Stay within budgeted costs

Root cause of most major industrial accidents

Traced back to poor management oversight

Cost-cutting initiatives

Over 70 percent of all mergers and acquisitions – Fail to yield projected profitability and synergies

Majority of large-scale organizational change initiatives fail to achieve intended results

What about You? Dr. Gordy Test Total the number of leaders you have had Count the number of people in this group that you would willingly work for again Calculate the percentage of competent leaders out of the total group of leaders Between 25-40 percent 4 - Assessing Leadership and Measuring Its Effects

Dr. Gordy Test

Total the number of leaders you have had

Count the number of people in this group that you would willingly work for again

Calculate the percentage of competent leaders out of the total group of leaders

Between 25-40 percent

What does Successful Planning Data Show? Past 10 years Between 20-33 percent of the CEOs in North American, European, and Asian-Pacific firms are asked to leave for poor performance High visibility scandals – Enron – Worldcom – Parmalat – Xerox – Adelphia – Royal Dutch Shell – Arthur Andersen – Boeing Outside CEOs Do no better than internal successors In 1980 Only 7 percent of CEOs came from outside Today Approximately 50 percent of new CEOs come from the outside 4 - Assessing Leadership and Measuring Its Effects

Past 10 years

Between 20-33 percent of the CEOs in North American, European, and Asian-Pacific firms are asked to leave for poor performance

High visibility scandals – Enron – Worldcom – Parmalat – Xerox – Adelphia – Royal Dutch Shell – Arthur Andersen – Boeing

Outside CEOs

Do no better than internal successors

In 1980

Only 7 percent of CEOs came from outside

Today

Approximately 50 percent of new CEOs come from the outside

How Do We Develop an Effective Leadership Talent Management System? Process Hire Develop Evaluate Reward Promote Retain Research – Effective talent management systems Have a profound impact on organizational effectiveness Clarify organization’s strategy for the next 5-10 years Identify critical leadership positions 4 - Assessing Leadership and Measuring Its Effects

Process

Hire

Develop

Evaluate

Reward

Promote

Retain

Research – Effective talent management systems

Have a profound impact on organizational effectiveness

Clarify organization’s strategy for the next 5-10 years

Identify critical leadership positions

What is an Effective Method for Securing Leadership Talent? Develop a competency model for the critical leadership positions Skills Knowledge Abilities relevant to successful performance Ensure recruiting and selection processes are identified Hire candidates with the right skills Develop – Promoting leadership talent 4 - Assessing Leadership and Measuring Its Effects

Develop a competency model for the critical leadership positions

Skills

Knowledge

Abilities relevant to successful performance

Ensure recruiting and selection processes are identified

Hire candidates with the right skills

Develop – Promoting leadership talent

What Competencies Should You Expect? Ability to create high-performing teams Conflict management skills Ability to build relationships Ability to earn the trust of key internal and external stakeholders Communication skills Ability to motivate others Honesty and integrity Ability to cope with high levels of stress In-depth knowledge 4 - Assessing Leadership and Measuring Its Effects

Ability to create high-performing teams

Conflict management skills

Ability to build relationships

Ability to earn the trust of key internal and external stakeholders

Communication skills

Ability to motivate others

Honesty and integrity

Ability to cope with high levels of stress

In-depth knowledge

What Competencies Should You Expect? (cont.) Problem-solving Decision-making skills Visioning skills Planning skills Coordinating skills Budgeting skills Delegation skills Organizational change skills Coaching skills Performance management skills 4 - Assessing Leadership and Measuring Its Effects

Problem-solving

Decision-making skills

Visioning skills

Planning skills

Coordinating skills

Budgeting skills

Delegation skills

Organizational change skills

Coaching skills

Performance management skills

What Competencies Should You Expect from Mid-Level Leaders? Leading the business Analyzing problems and making decisions Thinking strategically Financial and technical savvy Planning and organization Managing execution Leading people Inspiring shared purpose Driving change Building the talent base Fostering teamwork Building and sustaining relationships Creating open communications Building relationships Customer focus Credibility 4 - Assessing Leadership and Measuring Its Effects

Leading the business

Analyzing problems and making decisions

Thinking strategically

Financial and technical savvy

Planning and organization

Managing execution

Leading people

Inspiring shared purpose

Driving change

Building the talent base

Fostering teamwork

Building and sustaining relationships

Creating open communications

Building relationships

Customer focus

Credibility

What Competencies Should You Expect from Mid-Level Leaders? (cont.) Adaptive capacity Personal drive Adaptability Learning approach Internet or paper-and-pencil measures Research Effective method for predicting future leader of effectiveness Biographical questionnaires Personality inventories Mental abilities tests Interest inventories 4 - Assessing Leadership and Measuring Its Effects

Adaptive capacity

Personal drive

Adaptability

Learning approach

Internet or paper-and-pencil measures

Research

Effective method for predicting future leader of effectiveness

Biographical questionnaires

Personality inventories

Mental abilities tests

Interest inventories

What is an Effective Process for Hiring Leaders? Defining competencies you want Use job-relevant paper-and-pencil measures as an initial screen Structured interviews Utilize work simulations to identify candidates with most potential 4 - Assessing Leadership and Measuring Its Effects

Defining competencies you want

Use job-relevant paper-and-pencil measures as an initial screen

Structured interviews

Utilize work simulations to identify candidates with most potential

What are Traditional Methods for Hiring Leaders? Application blanks Unstructured interviews Reference checks Very poor predictors or leadership effectiveness Most frequently used Least valid 4 - Assessing Leadership and Measuring Its Effects

Application blanks

Unstructured interviews

Reference checks

Very poor predictors or leadership effectiveness

Most frequently used

Least valid

What are the Best Predictions for Assessing Potential? Work sample/skill test .54 Assessment center/job simulation .50 Job knowledge test .48 Personality test .48 Job tryout .44 Biographical questionnaire .40 Structured interview .40 Mental abilities test .24 Unstructured interview .20 Reference check .14 4 - Assessing Leadership and Measuring Its Effects

Work sample/skill test .54

Assessment center/job simulation .50

Job knowledge test .48

Personality test .48

Job tryout .44

Biographical questionnaire .40

Structured interview .40

Mental abilities test .24

Unstructured interview .20

Reference check .14

Is the Multiple Hurdles Approach to Hiring Leaders Effective? Research Effective and valid way to identify best candidate Applicants – Put through a series of leadership potential assessment techniques Only the applicants who “pass” one assessment are allowed to move on 4 - Assessing Leadership and Measuring Its Effects

Research

Effective and valid way to identify best candidate

Applicants – Put through a series of leadership potential assessment techniques

Only the applicants who “pass” one assessment are allowed to move on

What are Examples of Structured Interview Questions? Driving change Describe the biggest, most complex change you had to make What were the circumstances surrounding the need to change? What did you specifically do to make the change happen? Labor relations What have been the most difficult labor relations issues you have had to deal with? What was the situation? What did you do? How did the negotiations turn out? Talent management Describe what you have done to recruit, develop, and retain people What happened as a result of your efforts? 4 - Assessing Leadership and Measuring Its Effects

Driving change

Describe the biggest, most complex change you had to make

What were the circumstances surrounding the need to change?

What did you specifically do to make the change happen?

Labor relations

What have been the most difficult labor relations issues you have had to deal with?

What was the situation?

What did you do?

How did the negotiations turn out?

Talent management

Describe what you have done to recruit, develop, and retain people

What happened as a result of your efforts?

What Methods Do You Utilize to Measure Leader Effects? Measure Superiors’ rating Subordinates’ rating Unit performance indices Advantages Frequently used Multiple raters Actual results 4 - Assessing Leadership and Measuring Its Effects

Measure

Superiors’ rating

Subordinates’ rating

Unit performance indices

Advantages

Frequently used

Multiple raters

Actual results

What are Unit Performance Indices? Store sales Profit Margins Number of defective products returned Number of on-time deliveries Crime rates High school graduation rates Dollar amount of charitable contributions collected Days lost due to accidents 4 - Assessing Leadership and Measuring Its Effects

Store sales

Profit Margins

Number of defective products returned

Number of on-time deliveries

Crime rates

High school graduation rates

Dollar amount of charitable contributions collected

Days lost due to accidents

Why are Subordinates’ Ratings Valid? Followers Often in a better position to make judgments Subordinates’ ratings Can suffer from distortion or bias However – Such effects tend to cancel each other out when multiple raters are used 4 - Assessing Leadership and Measuring Its Effects

Followers

Often in a better position to make judgments

Subordinates’ ratings

Can suffer from distortion or bias

However – Such effects tend to cancel each other out when multiple raters are used

What is the Glass Ceiling Effect? As recent as 2000 Almost 50 percent of the Fortune 1000 had no women in top executive positions Currently Only 10 percent of the executive positions in Fortune 1000 companies are held by women Only 2 percent of women hold one of the to five jobs in these organizations Japan Only 9 percent of middle-level managers are women Research Few practical differences in leadership potential and performance between men and women 4 - Assessing Leadership and Measuring Its Effects

As recent as 2000

Almost 50 percent of the Fortune 1000 had no women in top executive positions

Currently

Only 10 percent of the executive positions in Fortune 1000 companies are held by women

Only 2 percent of women hold one of the to five jobs in these organizations

Japan

Only 9 percent of middle-level managers are women

Research

Few practical differences in leadership potential and performance between men and women

What did Jack Welch Expect from Leaders? Relentlessly upgrade their team Using every encounter as an opportunity to evaluate Coach Build self-confidence Make sure people not only see vision - Live and breathe it Get into everyone’s skin – Exuding positive energy and optimism Establish trust with candor – Transparency – Credit Have the courage to make unpopular decisions and gut calls Probe and push with a curiosity that borders on skepticism – Making sure their questions are answered with action 4 - Assessing Leadership and Measuring Its Effects

Relentlessly upgrade their team

Using every encounter as an opportunity to evaluate

Coach

Build self-confidence

Make sure people not only see vision - Live and breathe it

Get into everyone’s skin – Exuding positive energy and optimism

Establish trust with candor – Transparency – Credit

Have the courage to make unpopular decisions and gut calls

Probe and push with a curiosity that borders on skepticism – Making sure their questions are answered with action

Power and Influence Leadership Concepts

What is “Power?” Capacity To produce effects on others Potential to influence others Power does not need to be exercised – To have its effect – Any hold-up person can tell you Perceived power Just as effective as exercising power 5 - Power and Influence

Capacity

To produce effects on others

Potential to influence others

Power does not need to be exercised – To have its effect – Any hold-up person can tell you

Perceived power

Just as effective as exercising power

What is “Influence?” Power – Capacity to cause change Influence – Degree of actual change Measured by behavior or attitude manifested Change in a target agent’s attitudes – Values – Beliefs Behaviors – Result of influence tactics Tactics Actual behaviors designed to change 5 - Power and Influence

Power – Capacity to cause change

Influence – Degree of actual change

Measured by behavior or attitude manifested

Change in a target agent’s attitudes – Values – Beliefs

Behaviors – Result of influence tactics

Tactics

Actual behaviors designed to change

What are Gestures of Power and Influence? Pecking order – Status differential Lower-ranking baboons – Step aside American society Disrespectful for lower status to stare at a superior Pointing – Acceptable for high-status figures Touching – Without invitation – Acceptable for superior status Higher-power persons – Interrupt Low-power persons are interrupted 5 - Power and Influence

Pecking order – Status differential

Lower-ranking baboons – Step aside

American society

Disrespectful for lower status to stare at a superior

Pointing – Acceptable for high-status figures

Touching – Without invitation – Acceptable for superior status

Higher-power persons – Interrupt

Low-power persons are interrupted

How do Leaders Establish Power? Sitting – Ends of rectangular tables Circular tables – Minimize status differentials Sitting next to each other – Same coalition members exert more power Prominently displaying symbols – Diplomas – Awards – Titles Medical setting Phone calls to nurses’ stations Identified himself – Hospital physician Many nurses complied – Despite it was against hospital policy to transmit prescriptions by phone Unauthorized medication is dangerously excessive 95 percent of nurses complied with the request 5 - Power and Influence

Sitting – Ends of rectangular tables

Circular tables – Minimize status differentials

Sitting next to each other – Same coalition members exert more power

Prominently displaying symbols – Diplomas – Awards – Titles

Medical setting

Phone calls to nurses’ stations

Identified himself – Hospital physician

Many nurses complied – Despite it was against hospital policy to transmit prescriptions by phone

Unauthorized medication is dangerously excessive

95 percent of nurses complied with the request

Can Clothing Increase Power? People walking along a city sidewalk – Stopped by someone dressed Regular clothes Uniform of a security guard “ You see that guy over there by the meter? He’s overparked but doesn’t have any change. Give him change!” Fewer than half complied Requestor was dressed in regular clothes 90 percent complied was in uniform 5 - Power and Influence

People walking along a city sidewalk – Stopped by someone dressed

Regular clothes

Uniform of a security guard

“ You see that guy over there by the meter? He’s overparked but doesn’t have any change. Give him change!”

Fewer than half complied

Requestor was dressed in regular clothes

90 percent complied was in uniform

What are the Dimensions of Power? Expert Power Referent Power Legitimate Power Reward Power Coercive Power 5 - Power and Influence

Expert Power

Referent Power

Legitimate Power

Reward Power

Coercive Power

How do Leaders Flex Power During a Crisis? More power Generally Use referent power to influence During crisis More apt to draw on legitimate and coercive power to influence subordinates 5 - Power and Influence

More power

Generally

Use referent power to influence

During crisis

More apt to draw on legitimate and coercive power to influence subordinates

What did Milgram’s Classic Research on Obedience Yield? How far will people go when directed by authority – To do something that might injure another person Participants Men surrounding Yale University Two subjects at a time Teacher – Took orders Learner – Made Mistakes One experimenter – Told teacher to shock Teacher Help learner memorize a set of word pairs Provide electric shocks when learner made a mistake “ Shock generator” looked ominous Rows of switches – Lights – Warnings labeled in 15-volt increments – To 450 volts 5 - Power and Influence

How far will people go when directed by authority – To do something that might injure another person

Participants

Men surrounding Yale University

Two subjects at a time

Teacher – Took orders

Learner – Made Mistakes

One experimenter – Told teacher to shock

Teacher

Help learner memorize a set of word pairs

Provide electric shocks when learner made a mistake

“ Shock generator” looked ominous

Rows of switches – Lights – Warnings labeled in 15-volt increments – To 450 volts

What did Milgram’s Classic Research on Obedience Yield? (cont.) When learner made a mistake Teacher was ordered to administer the next-higher level of electric shock In actuality – Teacher was the subject in the experiment Purpose of the experiment Assess how much electric shock the teachers would administer Against adamant protestations to stop If teacher refused to deliver any further shocks Experimenter prodded him – “The experiment requires that you go on” and “You have no other choice; you must go on” 70 percent of the subjects Carried through with their orders Delivered the maximum shock 5 - Power and Influence

When learner made a mistake

Teacher was ordered to administer the next-higher level of electric shock

In actuality – Teacher was the subject in the experiment

Purpose of the experiment

Assess how much electric shock the teachers would administer

Against adamant protestations to stop

If teacher refused to deliver any further shocks

Experimenter prodded him – “The experiment requires that you go on” and “You have no other choice; you must go on”

70 percent of the subjects

Carried through with their orders

Delivered the maximum shock

What Motivates Leaders? High need for power Derives psychological satisfaction from influencing others Seek positions where they can influence others Astute – Build trusting relationships – Assessing power networks Value tangible signs of authority and status 5 - Power and Influence

High need for power

Derives psychological satisfaction from influencing others

Seek positions where they can influence others

Astute – Build trusting relationships – Assessing power networks

Value tangible signs of authority and status

What Types of Power Motivate Leaders? High need for personalized power Relatively selfish Impulsive Uninhibited Lack self-control High need for socialized power Exercised power – To achieve higher goals Empower others Need for power Positively related to success for nontechnical managers Positively related to managers’ performance ratings 5 - Power and Influence

High need for personalized power

Relatively selfish

Impulsive

Uninhibited

Lack self-control

High need for socialized power

Exercised power – To achieve higher goals

Empower others

Need for power

Positively related to success for nontechnical managers

Positively related to managers’ performance ratings

What Behaviors are Displayed by Leaders with Power Motives? Maintain good relationships with authority figures Compete for recognition – Advancement Active and assertive Exercise influence over subordinates Visibly different from followers Willing to do routine administrative tasks 5 - Power and Influence

Maintain good relationships with authority figures

Compete for recognition – Advancement

Active and assertive

Exercise influence over subordinates

Visibly different from followers

Willing to do routine administrative tasks

What is Influence and What Tactics do Leaders Utilize? Actual behaviors – Employed to change attitudes – Opinions – Behaviors Rational persuasion Inspirational appeals Consultation Personal appeals Exchange of favors Coalition tactics Pressure tactics 5 - Power and Influence

Actual behaviors – Employed to change attitudes – Opinions – Behaviors

Rational persuasion

Inspirational appeals

Consultation

Personal appeals

Exchange of favors

Coalition tactics

Pressure tactics

What Influence Tactics do Leaders Utilize? Ingratiation – To please – Win Favor Influence attempts – Factual – Logical analyses – Most frequently reported method Strong tendency Resort to hard tactics when other tactics fail to get results Authoritarian leaders Use more hard tactics Judge subordinates as less motivated – Less skilled – Less suited for promotion Democratic leaders More rational methods Both types did equally good work 5 - Power and Influence

Ingratiation – To please – Win Favor

Influence attempts – Factual – Logical analyses – Most frequently reported method

Strong tendency

Resort to hard tactics when other tactics fail to get results

Authoritarian leaders

Use more hard tactics

Judge subordinates as less motivated – Less skilled – Less suited for promotion

Democratic leaders

More rational methods

Both types did equally good work

Are There Gender Differences in How Leaders Influence Followers? Interviewed and surveyed male and female managers in Fortune 100 companies – How they influence upward Female leaders Influence attempts – Greater concern for others More likely to act with organization’s broad interests Considerate of how others felt about influence attempts Involve others in planning Focus – Task and interpersonal aspects of the situation Male leaders Influence attempts – Greater concern for self More likely to act out of self-interest Show less consideration for how others might feel about influence attempts Work alone in developing their strategy Focus primarily on the task alone 5 - Power and Influence

Interviewed and surveyed male and female managers in Fortune 100 companies – How they influence upward

Female leaders

Influence attempts – Greater concern for others

More likely to act with organization’s broad interests

Considerate of how others felt about influence attempts

Involve others in planning

Focus – Task and interpersonal aspects of the situation

Male leaders

Influence attempts – Greater concern for self

More likely to act out of self-interest

Show less consideration for how others might feel about influence attempts

Work alone in developing their strategy

Focus primarily on the task alone

Are There Gender Differences in How Leaders Influence Followers? (cont.) Female managers Less likely to compromise or negotiate during their influence attempts More likely to persist in trying to persuade superiors Neither group overall was more effective than the other Managers whose style matches most closely with superior’s May have an advantage in evaluations and promotion decisions 5 - Power and Influence

Female managers

Less likely to compromise or negotiate during their influence attempts

More likely to persist in trying to persuade superiors

Neither group overall was more effective than the other

Managers whose style matches most closely with superior’s

May have an advantage in evaluations and promotion decisions

Leadership and Values Leadership Concepts

What are “Values?” States of affairs Constructs considered to be important Affect decision-making 6 - Leadership and Values

States of affairs

Constructs considered to be important

Affect decision-making

When it is All Said and Done, What do en it is All Said and Done, What do You Want? Terminal Values – End States Exciting life Sense of accomplishment Family security Inner harmony Social Recognition Friendship 6 - Leadership and Values

Terminal Values – End States

Exciting life

Sense of accomplishment

Family security

Inner harmony

Social Recognition

Friendship

What Values Will Get You Where You Want to Be? Instrumental Values Courageous Helpful Honest Imaginative Logical Responsible 6 - Leadership and Values

Instrumental Values

Courageous

Helpful

Honest

Imaginative

Logical

Responsible

Do Generations Differ in Their Organization Values? Veterans (1922-1942)- Stabilizing force in organizations for decades Baby Boomers (1943-1960)- Passion about participation- Spirit – Heart – Humanity Concerned about creating a level playing field for all Gen Xers (1961-1989)- Technologically savvy- Independent- Skeptical of institutions and hierarchy Entrepreneurial – Embrace change Job security – Not too important More committed to vocation Nexters (1990)- Doubt the wisdom of traditional racial and sexual categorizing Expect managers to “earn their stripes” 6 - Leadership and Values

Veterans (1922-1942)- Stabilizing force in organizations for decades

Baby Boomers (1943-1960)- Passion about participation- Spirit – Heart – Humanity

Concerned about creating a level playing field for all

Gen Xers (1961-1989)- Technologically savvy- Independent- Skeptical of institutions and hierarchy

Entrepreneurial – Embrace change

Job security – Not too important

More committed to vocation

Nexters (1990)- Doubt the wisdom of traditional racial and sexual categorizing

Expect managers to “earn their stripes”

What Leaders Value? Desire to standout Value fame – Visibility – Publicity Public Recognition Seeks positions where they will be noticed Desire for achievement Enjoy competition Drive hard to make an impact Value achievement – Accomplishment Seek positions where they can achieve Desire to enjoy work Value fun Enjoy entertaining others Seeks positions that bring pleasure – Variety – Excitement 6 - Leadership and Values

Desire to standout

Value fame – Visibility – Publicity

Public Recognition

Seeks positions where they will be noticed

Desire for achievement

Enjoy competition

Drive hard to make an impact

Value achievement – Accomplishment

Seek positions where they can achieve

Desire to enjoy work

Value fun

Enjoy entertaining others

Seeks positions that bring pleasure – Variety – Excitement

What Leaders Value? (cont.) Desire for learning Value scientific methods Seeks positions that require digging deeply into problems Desire to help others Altruism values Help needy and powerless – Social justice Seek positions that provide opportunities to improve others – Improve society Desire to work with highly motivated people Value people – Relationships Enjoy networking – Meeting new people Seek positions in team environment 6 - Leadership and Values

Desire for learning

Value scientific methods

Seeks positions that require digging deeply into problems

Desire to help others

Altruism values

Help needy and powerless – Social justice

Seek positions that provide opportunities to improve others – Improve society

Desire to work with highly motivated people

Value people – Relationships

Enjoy networking – Meeting new people

Seek positions in team environment

What Leaders Value? (cont.) Desire to live a traditional lifestyle Family values Value moral rules – Standards Value religious – Institutional customs Seeks positions moral beliefs will be upheld Desire for security Value stable – Predictable risk-free environments Enjoy creative structures and processes that minimize uncertainty Seeks positions that avoid criticism Desire for financial success Value financial rewards Looks for new business opportunities Seek positions that provide entrepreneurial challenges Desire for aesthetics Enjoys environments that allow experimentation Quality is most important Seeks positions that allow artistic expression – Creative problem solving 6 - Leadership and Values

Desire to live a traditional lifestyle

Family values

Value moral rules – Standards

Value religious – Institutional customs

Seeks positions moral beliefs will be upheld

Desire for security

Value stable – Predictable risk-free environments

Enjoy creative structures and processes that minimize uncertainty

Seeks positions that avoid criticism

Desire for financial success

Value financial rewards

Looks for new business opportunities

Seek positions that provide entrepreneurial challenges

Desire for aesthetics

Enjoys environments that allow experimentation

Quality is most important

Seeks positions that allow artistic expression – Creative problem solving

Leadership Values Profile Affiliation 78% Power 60% Aesthetics 60% Recognition 36% Pleasure 14% Altruistic 14% Tradition 14% Science 12% Commerce 7% Security 1% 6 - Leadership and Values

Affiliation 78%

Power 60%

Aesthetics 60%

Recognition 36%

Pleasure 14%

Altruistic 14%

Tradition 14%

Science 12%

Commerce 7%

Security 1%

According to Research, What do Leaders Value? Strong Commercial values – Weak Altruistic values Greedy and selfish Tend to like followers with similar values Motivated to act in ways consistent with their values 6 - Leadership and Values

Strong Commercial values – Weak Altruistic values

Greedy and selfish

Tend to like followers with similar values

Motivated to act in ways consistent with their values

According to Value Research, What Guides Leaders on How Work Gets Done? Respect associates – Customers – Vendors Top leadership values Tells you more about how an organization actually operates than stated values Research Associates with values similar to the organization or team are more satisfied and likely to stay Leaders fail Not due to lack of competence Due to a misalignment between personal and organizational values 6 - Leadership and Values

Respect associates – Customers – Vendors

Top leadership values

Tells you more about how an organization actually operates than stated values

Research

Associates with values similar to the organization or team are more satisfied and likely to stay

Leaders fail

Not due to lack of competence

Due to a misalignment between personal and organizational values

What are Key Work Values? Recognition Power Hedonism Altruistic Affiliation Tradition Security Commerce Aesthetics Science 6 - Leadership and Values

Recognition

Power

Hedonism

Altruistic

Affiliation

Tradition

Security

Commerce

Aesthetics

Science

What are the Stages of Moral Reasoning? Preconventional Level Stage 1: “Bad” behavior – Punished. Stage 2: “Good” behavior – Rewarded Conventional Level Stage 3: “Good” behavior – Approved by others State 4: “Good” behavior – Conforms to standards set by social institutions Postconventional Level State 5: “Good” behavior – Conforms to community standards – Set through democratic participation – Concern with maintaining self respect and the respect of equals Stage 6: “Good” behavior – Matter of individual conscience based on responsibly chosen commitments to ethical principles 6 - Leadership and Values

Preconventional Level

Stage 1: “Bad” behavior – Punished.

Stage 2: “Good” behavior – Rewarded

Conventional Level

Stage 3: “Good” behavior – Approved by others

State 4: “Good” behavior – Conforms to standards set by social institutions

Postconventional Level

State 5: “Good” behavior – Conforms to community standards – Set through democratic participation – Concern with maintaining self respect and the respect of equals

Stage 6: “Good” behavior – Matter of individual conscience based on responsibly chosen commitments to ethical principles

What Type of Leaders do Associates Trust? Create compelling visions Demonstrate empathy Consistent Integrity 6 - Leadership and Values

Create compelling visions

Demonstrate empathy

Consistent

Integrity

How Do Good People Rationalize Doing Bad Things? Moral justification Euphemistic labeling – Disguise the offensiveness of otherwise morally repugnant or distasteful behavior with “cosmetic” words Advantageous comparison Compare to even more heinous behavior Displacement of responsibility Others are behaving the same way Disregard or distortion of consequences Dehumanization Attribution of blame – Caused by someone else’s actions 6 - Leadership and Values

Moral justification

Euphemistic labeling – Disguise the offensiveness of otherwise morally repugnant or distasteful behavior with “cosmetic” words

Advantageous comparison

Compare to even more heinous behavior

Displacement of responsibility

Others are behaving the same way

Disregard or distortion of consequences

Dehumanization

Attribution of blame – Caused by someone else’s actions

What Criteria Should We Use in Making Behavior Choices? How do I decide ethical dilemmas? Do I have set ethical beliefs or standards? If so, do I live by these beliefs or standards? How often have I done something that I am ashamed of? How often have I done things that I am proud of? Do I admit my mistakes? What do I do to correct mistakes that I make? Do I often put the well-being of others ahead of mine? Do I follow the golden rule? Am I honest? Do people respect my integrity List the three best things that have ever happened to me. What is the most dishonest thing I have ever done? Did I ever rectify the situation? What is the most honest thing that I have ever done? 6 - Leadership and Values

How do I decide ethical dilemmas?

Do I have set ethical beliefs or standards?

If so, do I live by these beliefs or standards?

How often have I done something that I am ashamed of?

How often have I done things that I am proud of?

Do I admit my mistakes?

What do I do to correct mistakes that I make?

Do I often put the well-being of others ahead of mine?

Do I follow the golden rule?

Am I honest?

Do people respect my integrity

List the three best things that have ever happened to me.

What is the most dishonest thing I have ever done?

Did I ever rectify the situation?

What is the most honest thing that I have ever done?

What Assumptions Do Leaders Make About Associates? Theory X - Reflects a more pessimistic view of others Assume people – Not naturally industrious or motivated to work Theory X managers Far more likely to be in lower-achieving group Theory Y- Reflects positive view – Most people are intrinsically motivated Value a sense of achievement Personal growth Pride 6 - Leadership and Values

Theory X - Reflects a more pessimistic view of others

Assume people – Not naturally industrious or motivated to work

Theory X managers

Far more likely to be in lower-achieving group

Theory Y- Reflects positive view – Most people are intrinsically motivated

Value a sense of achievement

Personal growth

Pride

What are Different Leadership Responses Caused by Culture? Source of Identity Individual Vs. Collective Goals and Means of Achievement Tough Vs. Tender Response to Ambiguity Dynamic Vs. Stable Means of Knowledge Acquisitions Active Vs. Reflective Outlook on Life Doing Vs. Being 6 - Leadership and Values

Source of Identity

Individual Vs. Collective

Goals and Means of Achievement

Tough Vs. Tender

Response to Ambiguity

Dynamic Vs. Stable

Means of Knowledge Acquisitions

Active Vs. Reflective

Outlook on Life

Doing Vs. Being

What Cultures Make Leaders Dependent? Emphasize – Top-down control Command and control mindset Seniority – Important bases of respect Great emphasis – Keeping things running smoothly Check things out with one’s boss before taking a new direction 6 - Leadership and Values

Emphasize – Top-down control

Command and control mindset

Seniority – Important bases of respect

Great emphasis – Keeping things running smoothly

Check things out with one’s boss before taking a new direction

What Cultures Make Leaders Independent? Leaders emerge as needed – Based on knowledge and expertise Great emphasis - Individual responsibility - Decentralized decision making - Promotion of experts - Professionals - Individual contributors “ Achievement-oriented” Times of stress- Great pressure not to let performance numbers go down Bold and independent action - Achieve results Organization Success Due to highly competent and ambitious individuals 6 - Leadership and Values

Leaders emerge as needed – Based on knowledge and expertise

Great emphasis - Individual responsibility - Decentralized decision making - Promotion of experts - Professionals - Individual contributors

“ Achievement-oriented”

Times of stress- Great pressure not to let performance numbers go down

Bold and independent action - Achieve results

Organization Success

Due to highly competent and ambitious individuals

What Cultures Make Leaders Independent? (cont.) Widespread beliefs - Leadership - A collective activity - Requires mutual inquiry and learning Widespread dialogue – Collaboration Horizontal networks - Valuing of differences - Focus on learning Roles change frequently Learn from experience - Even mistakes Widely shared commitment - Doing what it takes Openness - Candor - Building trust across departments 6 - Leadership and Values

Widespread beliefs - Leadership - A collective activity - Requires mutual inquiry and learning

Widespread dialogue – Collaboration

Horizontal networks - Valuing of differences - Focus on learning

Roles change frequently

Learn from experience - Even mistakes

Widely shared commitment - Doing what it takes

Openness - Candor - Building trust across departments

What Behaviors and Attributes are Culturally Contingent? Ambitious Cautious Compassionate Domineering Independent Individualistic Logical Orderly Sincere Worldly Formal Sensitive 6 - Leadership and Values

Ambitious

Cautious

Compassionate

Domineering

Independent

Individualistic

Logical

Orderly

Sincere

Worldly

Formal

Sensitive

What are Positive Forms of Leadership? Authentic Leadership Enhance self-awareness Find more meaning and connection Promote transparency and openness in relationships Foster more inclusive structures and practices in organizations 6 - Leadership and Values

Authentic Leadership

Enhance self-awareness

Find more meaning and connection

Promote transparency and openness in relationships

Foster more inclusive structures and practices in organizations

What are Positive Forms of Leadership? (cont.) Principle-centered leadership Trustworthy person – Personal Organizational Most creative and productive when structure and strategy are aligned Vision – Aligned and mutually supportive 6 - Leadership and Values

Principle-centered leadership

Trustworthy person – Personal

Organizational

Most creative and productive when structure and strategy are aligned

Vision – Aligned and mutually supportive

What are Positive Forms of Leadership? Servant Leadership Listening Empathy Healing Awareness Persuasion Foresight Commitment to others’ growth Building community 6 - Leadership and Values

Servant Leadership

Listening

Empathy

Healing

Awareness

Persuasion

Foresight

Commitment to others’ growth

Building community

What Leader Attributes and Behaviors are Universally Viewed as Positive? Trustworthy Just Honest Foresighted Plans ahead Encouraging Informed Excellence Oriented Positive Dynamic Motive arouser Confidence builder Motivational Dependable Coordinator Intelligent Decisive Effective bargainer Win-win problem solver Administratively skilled Communicative Team builder 6 - Leadership and Values

Trustworthy

Just

Honest

Foresighted

Plans ahead

Encouraging

Informed

Excellence Oriented

Positive

Dynamic

Motive arouser

Confidence builder

Motivational

Dependable

Coordinator

Intelligent

Decisive

Effective bargainer

Win-win problem solver

Administratively skilled

Communicative

Team builder

What Leader Attributes and Behaviors are Universally Viewed as Negative? Loner Asocial Noncooperative Irritable Nonexplicit Egocentric Ruthless Dictatorial 6 - Leadership and Values

Loner

Asocial

Noncooperative

Irritable

Nonexplicit

Egocentric

Ruthless

Dictatorial

What Advice Does Sun Tzu Give Leaders in his Book on the “The Art of War?” People need extrinsic incentives Give soldiers shares of the booty of conquered territory Rule with iron discipline – Maintain authority Too much kindness toward followers could make them useless Winning Requires some cleverness and sometimes even deception 6 - Leadership and Values

People need extrinsic incentives

Give soldiers shares of the booty of conquered territory

Rule with iron discipline – Maintain authority

Too much kindness toward followers could make them useless

Winning

Requires some cleverness and sometimes even deception

What Advice Does Bhagavad Gita Give Leaders? Never act for material rewards only Focus on doing well – Good things will follow Enlightened leaders Selfless and compassionate Followers are treated as equals More motivated to enthusiastically support their leader Success Satisfying multiple different stakeholders 6 - Leadership and Values

Never act for material rewards only

Focus on doing well – Good things will follow

Enlightened leaders

Selfless and compassionate

Followers are treated as equals

More motivated to enthusiastically support their leader

Success

Satisfying multiple different stakeholders

Cult – Enron Cults – Characterized as having these four qualities: Charismatic leadership A compelling and totalistic vision A conversion process A common culture 6 - Leadership and Values

Cults – Characterized as having these four qualities:

Charismatic leadership

A compelling and totalistic vision

A conversion process

A common culture

Recent Poll of Senior Executives in the U.K., Germany, and France Fewer than three in 10 French bosses – Were happy about decision challenges compared to half of German bosses and more than nine out of 10 business leaders in the U.K. Nearly two-thirds of French bosses – One of the three best things about being a leader was “the freedom to make decisions with minimum interference.” 50 percent of German bosses and 70 percent of British bosses – The best thing about the job is developing talent in the company. Only 14 percent of French bosses rated it among the top three benefits of leadership. French leaders – Three times more likely than the British and eight times more likely than German leaders to consider “being in a position of power” one of the best things about the job. 6 - Leadership and Values

Fewer than three in 10 French bosses – Were happy about decision challenges compared to half of German bosses and more than nine out of 10 business leaders in the U.K.

Nearly two-thirds of French bosses – One of the three best things about being a leader was “the freedom to make decisions with minimum interference.”

50 percent of German bosses and 70 percent of British bosses – The best thing about the job is developing talent in the company. Only 14 percent of French bosses rated it among the top three benefits of leadership.

French leaders – Three times more likely than the British and eight times more likely than German leaders to consider “being in a position of power” one of the best things about the job.

Leadership Traits Leadership Concepts

Are Leaders Different from the Average Bear? Leaders differ from non-leaders Drive Desire to lead Honest – Integrity Self confidence Cognitive ability Knowledge of the business 7 - Leadership Traits

Leaders differ from non-leaders

Drive

Desire to lead

Honest – Integrity

Self confidence

Cognitive ability

Knowledge of the business

What Traits are Difficult to Change? Intelligence Personality traits – Types Values – Interests – Motives 7 - Leadership Traits

Intelligence

Personality traits – Types

Values – Interests – Motives

What are Easy to Change? Skills/Competencies Knowledge Experience 7 - Leadership Traits

Skills/Competencies

Knowledge

Experience

What is the Traits Approach to Personality? Impression person makes Maintains People behave the way they do Strengths of traits they possess Leader behavior reflects interaction between personality traits and situational factors Explains Why people act fairly consistently from one situation to the next 7 - Leadership Traits

Impression person makes

Maintains

People behave the way they do

Strengths of traits they possess

Leader behavior reflects interaction between personality traits and situational factors

Explains

Why people act fairly consistently from one situation to the next

What Dimensions Predict Personality? Surgency Dominance – Need for power – Self confidence – Extravert Agreeableness Empathy – Friendly – Need for affiliation Dependability Conscientiousness Adjustment Self control Openness to experience Intellectual curiosity 7 - Leadership Traits

Surgency

Dominance – Need for power – Self confidence – Extravert

Agreeableness

Empathy – Friendly – Need for affiliation

Dependability

Conscientiousness

Adjustment

Self control

Openness to experience

Intellectual curiosity

Are the Dimensions Reliable? Good measures of leadership potential Overwhelming research All five dimensions – Related to leadership success across different cultures Having insight into one’s personality traits Gives people information about their leadership potential 7 - Leadership Traits

Good measures of leadership potential

Overwhelming research

All five dimensions – Related to leadership success across different cultures

Having insight into one’s personality traits

Gives people information about their leadership potential

What are Hogan’s Personality Dimensions? Ambition Sociability Interpersonal sensitivity Prudence Adjustment Inquisitive learning approach 7 - Leadership Traits

Ambition

Sociability

Interpersonal sensitivity

Prudence

Adjustment

Inquisitive learning approach

What Personality Traits Should Leaders Not Display? Mood swings Unhealthy mistrust of others Fearful of bad decisions Times of stress – Withdraw Tendency to blame others Only exert effort in pursuit of own agenda Break rules to see if you can Need to be the center of attention Make strange decisions Frustrate followers Deal with stress by kissing up to superiors 7 - Leadership Traits

Mood swings

Unhealthy mistrust of others

Fearful of bad decisions

Times of stress – Withdraw

Tendency to blame others

Only exert effort in pursuit of own agenda

Break rules to see if you can

Need to be the center of attention

Make strange decisions

Frustrate followers

Deal with stress by kissing up to superiors

What are Intelligent Leaders? More intelligent leaders Faster learners Make better assumptions – Deductions – Inferences Better at creating a compelling vision and developing strategies Develop better solutions to problems See more of the primary and secondary implications Quicker on their feet 7 - Leadership Traits

More intelligent leaders

Faster learners

Make better assumptions – Deductions – Inferences

Better at creating a compelling vision and developing strategies

Develop better solutions to problems

See more of the primary and secondary implications

Quicker on their feet

What are Average Intelligence Test Scores by Management Level? Executive level 66 Middle level 65.5 First line manager 65 Supervisor 62 7 - Leadership Traits

Executive level 66

Middle level 65.5

First line manager 65

Supervisor 62

What are the Components of Creative Intelligence? Synthetic ability See things in new ways Analytical intelligence Potential solutions Practical intelligence Relevant knowledge and experience Thinking style Modify what already exists or completely start over 7 - Leadership Traits

Synthetic ability

See things in new ways

Analytical intelligence

Potential solutions

Practical intelligence

Relevant knowledge and experience

Thinking style

Modify what already exists or completely start over

What are Adaptive and Innovative Thinking Styles? Adaptors Prefer to modify or change existing products or processes Innovators Prefer to create entirely new processes or products 7 - Leadership Traits

Adaptors

Prefer to modify or change existing products or processes

Innovators

Prefer to create entirely new processes or products

What is the Difference between Convergent and Divergent Thinking? Convergent thinking Have a single best answer Divergent thinking Many possible answers 7 - Leadership Traits

Convergent thinking

Have a single best answer

Divergent thinking

Many possible answers

What are the Components of Creative Intelligence? Personality factors Higher openness to experience Higher surgency scores are related to creativity Intrinsic motivation Generate more creative solutions when problem is personally interesting Environmental factors – Generate more creative solutions Supportive leadership Lack of time pressure Team stability Weak social ties 7 - Leadership Traits

Personality factors

Higher openness to experience

Higher surgency scores are related to creativity

Intrinsic motivation

Generate more creative solutions when problem is personally interesting

Environmental factors – Generate more creative solutions

Supportive leadership

Lack of time pressure

Team stability

Weak social ties

How do Leaders Build Creative Intelligence Environments? Select creative people Build an environment Where others can be creative Boost creativity throughout groups Provide opportunities for others to develop their creativity Incentives Vision – What the creative product or output should look like 7 - Leadership Traits

Select creative people

Build an environment

Where others can be creative

Boost creativity throughout groups

Provide opportunities for others to develop their creativity

Incentives

Vision – What the creative product or output should look like

What does Creative Intelligence Research Yield? Followers – Generate more creative solutions when told to Focus on their intrinsic motivation Take pleasure of solving task Public recognition or pay Students Told projects were to be judged by experts – Produced less creative projects When followers know work will ultimately be evaluated – Pronounced tendency for members to be evaluative and judgmental too early Censor themselves 7 - Leadership Traits

Followers – Generate more creative solutions when told to

Focus on their intrinsic motivation

Take pleasure of solving task

Public recognition or pay

Students

Told projects were to be judged by experts – Produced less creative projects

When followers know work will ultimately be evaluated – Pronounced tendency for members to be evaluative and judgmental too early

Censor themselves

What Kills Creativity? Take away all discretion and autonomy Create fragmented work schedules Provide insufficient resources Focus on short-term goals Create tight timelines Discourage collaboration and coordination Keep people happy – Little motivation to change status quo 7 - Leadership Traits

Take away all discretion and autonomy

Create fragmented work schedules

Provide insufficient resources

Focus on short-term goals

Create tight timelines

Discourage collaboration and coordination

Keep people happy – Little motivation to change status quo

How Do You Lead Clever People? Smart – Clever people Know companies need them more than they need companies Tend to ignore the corporate hierarchy Expect instant access to top management Flight risks – If ideas are not respected Leaders Act as “benevolent guardians” Treat with respect and recognition Get them the resources they need Protect them from organizational policies and politics Give them room to be creative and fail 7 - Leadership Traits

Smart – Clever people

Know companies need them more than they need companies

Tend to ignore the corporate hierarchy

Expect instant access to top management

Flight risks – If ideas are not respected

Leaders

Act as “benevolent guardians”

Treat with respect and recognition

Get them the resources they need

Protect them from organizational policies and politics

Give them room to be creative and fail

What Did Leaders Do in Eleven Top Performing Companies? Avoided the spotlight Focus – Creating company that delivers results Possessed an unbreakable resolve – Channeled energy towards success Calm in crisis Took responsibility for failure Courteous – Polite Set the tone Surrounded themselves with the right people Built high-performing teams 7 - Leadership Traits

Avoided the spotlight

Focus – Creating company that delivers results

Possessed an unbreakable resolve – Channeled energy towards success

Calm in crisis

Took responsibility for failure

Courteous – Polite

Set the tone

Surrounded themselves with the right people

Built high-performing teams

What is the Cognitive Resources Theory? Leaders – Great experience – Low intelligence Hypothesized to have higher-performing groups under conditions of high stress Leaders – Experience levels Experience – Leads to habitual behavior patterns Interferes with performance under low-stress conditions High levels of experience have a tendency to misapply old solutions to problems Leaders – Higher intelligence – Low experience Have higher-performing groups under low-stress conditions 7 - Leadership Traits

Leaders – Great experience – Low intelligence

Hypothesized to have higher-performing groups under conditions of high stress

Leaders – Experience levels

Experience – Leads to habitual behavior patterns

Interferes with performance under low-stress conditions

High levels of experience have a tendency to misapply old solutions to problems

Leaders – Higher intelligence – Low experience

Have higher-performing groups under low-stress conditions

What is Mayer, Salovey, and Caruso’s Concept of Emotional Intelligence? Perceiving emotions Managing emotions Using emotions Understanding emotions 7 - Leadership Traits

Perceiving emotions

Managing emotions

Using emotions

Understanding emotions

What is Goleman’s Concept of Emotional Intelligence? Self-awareness Self-regulation Motivation Empathy Social skills 7 - Leadership Traits

Self-awareness

Self-regulation

Motivation

Empathy

Social skills

What is Bar-On’s Concept of Emotional Intelligence? Intrapersonal Adaptability Stress management Interpersonal General mood 7 - Leadership Traits

Intrapersonal

Adaptability

Stress management

Interpersonal

General mood

What does Emotional Intelligence Research Yield? Moderates associates’ reactions To job insecurity Ability to cope with stress when threatened with job loss Relationship between leaders’ moods and followers’ moods Job performance Job satisfaction Creativity 7 - Leadership Traits

Moderates associates’ reactions

To job insecurity

Ability to cope with stress when threatened with job loss

Relationship between leaders’ moods and followers’ moods

Job performance

Job satisfaction

Creativity

What Behaviors are Associated with Emotional Intelligence? Self awareness Accurate self-assessment Self-confidence Self regulation Self-control Trustworthiness Conscientiousness Adaptability Innovation Motivation Achievement Commitment Initiative Optimism 7 - Leadership Traits

Self awareness

Accurate self-assessment

Self-confidence

Self regulation

Self-control

Trustworthiness

Conscientiousness

Adaptability

Innovation

Motivation

Achievement

Commitment

Initiative

Optimism

What Behaviors are Associated with Emotional Intelligence? (cont.) Empathy Understanding others Developing others Service orientation Diversity Political awareness Social skills Influence Communication Conflict management Leadership Change Catalyst Building bonds Collaboration/cooperation Team capabilities 7 - Leadership Traits

Empathy

Understanding others

Developing others

Service orientation

Diversity

Political awareness

Social skills

Influence

Communication

Conflict management

Leadership

Change Catalyst

Building bonds

Collaboration/cooperation

Team capabilities

Leadership Behavior Leadership Concepts

What leader behaviors make a difference in follower behavior? What leader behaviors make a difference in leadership success? 8 - Leadership Behavior

What leader behaviors make a difference in follower behavior?

What leader behaviors make a difference in leadership success?

Why Study Leadership Behavior? Identifies how successful leaders act Building blocks of skills Intelligence Personality traits Emotional intelligence Values Attitudes Interests Knowledge Experience Behavior – Skills – Competencies Initiating structure Initiating consideration Leadership grid 360 degree feedback Derailment Self defeating Coaching Mentoring 8 - Leadership Behavior

Identifies how successful leaders act

Building blocks of skills

Intelligence

Personality traits

Emotional intelligence

Values

Attitudes

Interests

Knowledge

Experience

Behavior – Skills – Competencies

Initiating structure

Initiating consideration

Leadership grid

360 degree feedback

Derailment

Self defeating

Coaching

Mentoring

How Do We Judge “Good” Leaders From “Bad” Leaders?? Good vs. bad results What good and bad leaders do day-to-day Good decisions Provide direction Create plans Provide feedback Obtain resources they needed 8 - Leadership Behavior

Good vs. bad results

What good and bad leaders do day-to-day

Good decisions

Provide direction

Create plans

Provide feedback

Obtain resources they needed

How Do You Measure Leader Effectiveness? Variables – Inferred from behavior Personality traits Values Intelligence Behavior Direct relationship with ability Leaders – High agreeable personality Behavior – Concern and support for followers Behavior – Difficult to discipline followers 8 - Leadership Behavior

Variables – Inferred from behavior

Personality traits

Values

Intelligence

Behavior

Direct relationship with ability

Leaders – High agreeable personality

Behavior – Concern and support for followers

Behavior – Difficult to discipline followers

What did the Early Research on Leadership Behavior Yield? Associate-centered Leader support Interaction facilitation Initiating structure Meet work goals – Accomplish tasks Job-centered Work facilitation Leadership Behavior

Associate-centered

Leader support

Interaction facilitation

Initiating structure

Meet work goals – Accomplish tasks

Job-centered

Work facilitation

What Dimensions Did Two Classic Studies Find? Ohio State dimensions Initiating structure Consideration University of Michigan dimensions Goal emphasis and work facilitation Leader support and interaction facilitation 8 - Leadership Behavior

Ohio State dimensions

Initiating structure

Consideration

University of Michigan dimensions

Goal emphasis and work facilitation

Leader support and interaction facilitation

What is the Leadership Grid? Concern for people (0-9) Concern for production (9-1) 9,9 leaders – Most effective Leadership behaviors associated with problem solving – Results Initiating structure Consistently related to successful teams Higher consideration behavior Can reduce employee turnover Leadership Behavior

Concern for people (0-9)

Concern for production (9-1)

9,9 leaders – Most effective

Leadership behaviors associated with problem solving – Results

Initiating structure

Consistently related to successful teams

Higher consideration behavior

Can reduce employee turnover

What Are the Universal Leadership Dimensions? Charismatic – Value-based Ability to inspire – Motivate Expect high performance outcomes – Firmly held core values Team oriented Build effective teams Influence the pursuit of a common purpose or set of goals Participative Involve others in decision-making process Humane oriented Demonstrate supportive or considerate leadership Self-protective Ensure safety and security for team members Autonomous Independent and individualistic 8 - Leadership Behavior

Charismatic – Value-based

Ability to inspire – Motivate

Expect high performance outcomes – Firmly held core values

Team oriented

Build effective teams

Influence the pursuit of a common purpose or set of goals

Participative

Involve others in decision-making process

Humane oriented

Demonstrate supportive or considerate leadership

Self-protective

Ensure safety and security for team members

Autonomous

Independent and individualistic

What Competencies are Associated with Leadership? Intrapersonal skills – Adapt Stress Goal oriented Adhere to rules Interpersonal skills Communication Build relationships Leadership skills Getting results through others Building teams Business skills Analyzing issues Making decisions Financially savvy Strategic thinking 8 - Leadership Behavior

Intrapersonal skills – Adapt

Stress

Goal oriented

Adhere to rules

Interpersonal skills

Communication

Build relationships

Leadership skills

Getting results through others

Building teams

Business skills

Analyzing issues

Making decisions

Financially savvy

Strategic thinking

Is Community Leadership Different from Business Leadership? Building teams of volunteers Achieve community goals Followers – Don’t have to conform to organization norms Followers – Don’t have to attend meetings Usually have fewer resources and rewards No formal selection or promotion process 8 - Leadership Behavior

Building teams of volunteers

Achieve community goals

Followers – Don’t have to conform to organization norms

Followers – Don’t have to attend meetings

Usually have fewer resources and rewards

No formal selection or promotion process

What Concepts Can Be Learned From Community Leadership That May Help Business Leaders? Framing competency Recognizing and defining opportunities and issues Deciding what needs to be done Why it is important How it will be done How outcomes benefit followers and community Building social capital Develop and maintain relationships – Work together Power or relationships Mobilization Engaging in critical mass Strategic – Planned – Purposeful activities 8 - Leadership Behavior

Framing competency

Recognizing and defining opportunities and issues

Deciding what needs to be done

Why it is important

How it will be done

How outcomes benefit followers and community

Building social capital

Develop and maintain relationships – Work together

Power or relationships

Mobilization

Engaging in critical mass

Strategic – Planned – Purposeful activities

How Do You Improve Leadership Behavior? 360-degree – Multi-rater feedback Provides insight into self-perceptions Ratings – Questionnaires Research – Leaders Have higher performing work groups Only add value if well conceived Self appraisal Not very accurate 8 - Leadership Behavior

360-degree – Multi-rater feedback

Provides insight into self-perceptions

Ratings – Questionnaires

Research – Leaders

Have higher performing work groups

Only add value if well conceived

Self appraisal

Not very accurate

What are Some of the Competencies Evaluated in a 360-Degree Feedback Process? Thinking strategically Personal drive Planning and organizing Inspiring aligned purpose 8 - Leadership Behavior

Thinking strategically

Personal drive

Planning and organizing

Inspiring aligned purpose

What Are Some of the Items Used to Assess Inspiring Purpose? Compelling vision of the future Provides – Clear sense of purpose and direction Challenging goals and expectations Fosters enthusiasm and buy-in Supports initiatives of upper management through words – Actions 8 - Leadership Behavior

Compelling vision of the future

Provides – Clear sense of purpose and direction

Challenging goals and expectations

Fosters enthusiasm and buy-in

Supports initiatives of upper management through words – Actions

Are Leaders More Effective if they Have High Levels of Insight? Large self observed gaps Effective if they had high observer ratings Key – Help groups achieve goals Leaders who Shared their 360 results with followers Worked on action plans to improve Had dramatic improvements over five years 8 - Leadership Behavior

Large self observed gaps

Effective if they had high observer ratings

Key – Help groups achieve goals

Leaders who

Shared their 360 results with followers

Worked on action plans to improve

Had dramatic improvements over five years

According to Research, What Derails Leaders? Problems with interpersonal relationships Failure to meet business objectives Inability to build and lead teams Inability to adapt 8 - Leadership Behavior

Problems with interpersonal relationships

Failure to meet business objectives

Inability to build and lead teams

Inability to adapt

What Specific Behaviors Derail Leaders? Dictate laws Write rules to increase personal power Insensitive to others- Cold- Aloof- Arrogant Overly ambitious Isolates self Authoritarian 8 - Leadership Behavior

Dictate laws

Write rules to increase personal power

Insensitive to others- Cold- Aloof- Arrogant

Overly ambitious

Isolates self

Authoritarian

What Specific Behaviors Derail Leaders? (cont.) Betrayal of trust Lack of follow-through Lack of hard work Failing to staff effectively Difficulty molding a staff Unable to adapt to a boss with a different style Strategic differences with top management Unable to manage conflict with upper management 8 - Leadership Behavior

Betrayal of trust

Lack of follow-through

Lack of hard work

Failing to staff effectively

Difficulty molding a staff

Unable to adapt to a boss with a different style

Strategic differences with top management

Unable to manage conflict with upper management

When Do Leaders Change Behavior? Move from one organization to another When they gain new insights When provided support When leader is motivated to change When leaders have opportunities to practice new skills When leaders are held accountable for changing targeted behaviors Leadership Behavior

Move from one organization to another

When they gain new insights

When provided support

When leader is motivated to change

When leaders have opportunities to practice new skills

When leaders are held accountable for changing targeted behaviors

Can Leaders Really Change? Hard wired – Values – Intelligence – Personality Ample evidence to show that people can and do change When they understand where and when to leverage strengths When behaviors get them into trouble 8 - Leadership Behavior

Hard wired – Values – Intelligence – Personality

Ample evidence to show that people can and do change

When they understand where and when to leverage strengths

When behaviors get them into trouble

What Behaviors Need Development? Capabilities Insight Motivation New knowledge and skills Real world application Accountability 8 - Leadership Behavior

Capabilities

Insight

Motivation

New knowledge and skills

Real world application

Accountability

Is Mentoring an Important Behavior Personal relationship – Mentor Acts as a guide- Role model- Sponsor Provides different perspectives Provides advice Potential committee – Task force assignments Personal learning - Career satisfaction - Pay- Promotions - Retention Formal mentoring programs- Last a year Informal mentoring- Can last a lifetime Leadership Behavior

Personal relationship – Mentor

Acts as a guide- Role model- Sponsor

Provides different perspectives

Provides advice

Potential committee – Task force assignments

Personal learning - Career satisfaction - Pay- Promotions - Retention

Formal mentoring programs- Last a year

Informal mentoring- Can last a lifetime

Are Formal Mentoring Programs Effective? 75% of protégés said the program helped improve their leadership capabilities 77% of protégés are more likely to stay with their parent companies 80% of protégés believe their companies have benefited by their attending the program 8 - Leadership Behavior

75% of protégés said the program helped improve their leadership capabilities

77% of protégés are more likely to stay with their parent companies

80% of protégés believe their companies have benefited by their attending the program

What is Coaching Behavior? Process of Equipping people with tools – Knowledge - Opportunities needed to develop and become more successful Leadership Behavior

Process of

Equipping people with tools – Knowledge - Opportunities needed to develop and become more successful

What is Formal Coaching? One-on-one relationship Extensive battery of personality – Intelligence- Interests – Value – 360-degree feedback Meet regularly Role plays and videotape are used extensively Clarification of values – Identification of discrepancies between their espoused values and their actual behaviors Leadership Behavior

One-on-one relationship

Extensive battery of personality – Intelligence- Interests – Value – 360-degree feedback

Meet regularly

Role plays and videotape are used extensively

Clarification of values – Identification of discrepancies between their espoused values and their actual behaviors

What is Informal Coaching? Forge a Partnership Inspire Commitment Grow Skills Promote Persistence Shape the Environment Leadership Behavior

Forge a Partnership

Inspire Commitment

Grow Skills

Promote Persistence

Shape the Environment

What are Useful Factors in Coaching? Handling organizational politics Clear – Direct feedback Provides new perspective Provides advice on handling situations Understand organizational objectives General encouragement 8 - Leadership Behavior

Handling organizational politics

Clear – Direct feedback

Provides new perspective

Provides advice on handling situations

Understand organizational objectives

General encouragement

What are Some Critical Lessons Learned from Formal Coaching? Person being coached – Want to change Assessments are important Some behaviors cannot be changed Practice is critical No substitute for accountability 8 - Leadership Behavior

Person being coached – Want to change

Assessments are important

Some behaviors cannot be changed

Practice is critical

No substitute for accountability

What do Effective Coaches Need to Know? Business models – Operations – Structures – Functions – Processes – Metrics – Finances Personality – Intelligence – Values – Behavior – Skills Leadership – Management – Teams – Organizational change Knowledge acquisition – Skill development – Behavioral change Everything you learned in this class 8 - Leadership Behavior

Business models – Operations – Structures – Functions – Processes – Metrics – Finances

Personality – Intelligence – Values – Behavior – Skills

Leadership – Management – Teams – Organizational change

Knowledge acquisition – Skill development – Behavioral change

Everything you learned in this class

What is Dungy’s Coaching Philosophy? Good coaches – Essentially teachers Faith and family take priority Four of his assistant coaches moved into head coaching positions 8 - Leadership Behavior

Good coaches – Essentially teachers

Faith and family take priority

Four of his assistant coaches moved into head coaching positions

Motivation – Satisfaction – Performance Leadership Concepts

Why Do the Top 15 Percent of Workers Produce 20 to 50 Percent More Output and 50 Percent More Customer Orders? Are they more motivated? Are they more satisfied? Can leadership make a difference? 9 - Motivation - Satisfaction - Performance

Are they more motivated?

Are they more satisfied?

Can leadership make a difference?

What is Motivation? Initiate and continue exhibiting certain behaviors Direction Intensity Persistence 9 - Motivation - Satisfaction - Performance

Initiate and continue exhibiting certain behaviors

Direction

Intensity

Persistence

How Does Motivation Work? Energy Direction – Intensity Choice of activity Level of effort Degree of persistence over time Behavior probability Likelihood to initiate and continue exhibiting certain behaviors 9 - Motivation - Satisfaction - Performance

Energy

Direction – Intensity

Choice of activity

Level of effort

Degree of persistence over time

Behavior probability

Likelihood to initiate and continue exhibiting certain behaviors

What is the Difference Between Performance and Effectiveness? Performance – Behavioral outcomes Measured by organization mission – Goals Performance – What people do Effectiveness – How well people do it Make judgments about the adequacy of behavior Criteria 9 - Motivation - Satisfaction - Performance

Performance – Behavioral outcomes

Measured by organization mission – Goals

Performance – What people do

Effectiveness – How well people do it

Make judgments about the adequacy of behavior

Criteria

What is Job Satisfaction? Attitudes – Feelings about the job itself Pay – Promotion – Educational opportunities – Supervision – Co-workers – Workload Majority – Report liking their jobs More satisfied More likely to engage in organizational citizenship behaviors May not have a direct effect on the accomplishment of organizational goals 9 - Motivation - Satisfaction - Performance

Attitudes – Feelings about the job itself

Pay – Promotion – Educational opportunities – Supervision – Co-workers – Workload

Majority – Report liking their jobs

More satisfied

More likely to engage in organizational citizenship behaviors

May not have a direct effect on the accomplishment of organizational goals

What does Satisfaction Research Yield? People Generally tend to be very happy with their vocation or occupation Who are happier with their jobs also tend to have higher life satisfaction rates Hierarchy effect People with longer tenure or in higher positions tend to have higher satisfaction Satisfaction Takes considerable amount leaders’ focus and energy to increase satisfaction levels of nonmanagement associates 71 percent of senior management – 58 percent of middle management – 46 percent of nonmangers rate pay as “very good” 9 - Motivation - Satisfaction - Performance

People

Generally tend to be very happy with their vocation or occupation

Who are happier with their jobs also tend to have higher life satisfaction rates

Hierarchy effect

People with longer tenure or in higher positions tend to have higher satisfaction

Satisfaction

Takes considerable amount leaders’ focus and energy to increase satisfaction levels of nonmanagement associates

71 percent of senior management – 58 percent of middle management – 46 percent of nonmangers rate pay as “very good”

What does Satisfaction – Performance Research Yield? Building relationships – Consideration Result – More satisfied followers More satisfied followers Remain with the company Engage in activities that help others Setting goals Planning Providing feedback Rewarding good performance 9 - Motivation - Satisfaction - Performance

Building relationships – Consideration

Result – More satisfied followers

More satisfied followers

Remain with the company

Engage in activities that help others

Setting goals

Planning

Providing feedback

Rewarding good performance

What does Leader Research Indicate? Influence – To exert higher levels of effort Result – Higher levels of customer satisfaction and loyalty Select – Right people Correctly use power and influence tactics Seen as ethical and credible Acquire necessary resources Develop follower skills 9 - Motivation - Satisfaction - Performance

Influence – To exert higher levels of effort

Result – Higher levels of customer satisfaction and loyalty

Select – Right people

Correctly use power and influence tactics

Seen as ethical and credible

Acquire necessary resources

Develop follower skills

What are Typical Items on a Satisfaction Questionnaire? Overall, I am satisfied with my job I feel the workload is about equal for everyone in the organization My supervisor handles conflict well My pay and benefits are comparable to those in other organizations There is a real future for people in this organization if they apply themselves Exceptional performance is rewarded in this organization We have a good health care plan in this organization In general, I am satisfied with my life and where it is going 9 - Motivation - Satisfaction - Performance

Overall, I am satisfied with my job

I feel the workload is about equal for everyone in the organization

My supervisor handles conflict well

My pay and benefits are comparable to those in other organizations

There is a real future for people in this organization if they apply themselves

Exceptional performance is rewarded in this organization

We have a good health care plan in this organization

In general, I am satisfied with my life and where it is going

Does Knowledge About Motivation Approaches Matter? Knowledgeable about different motivational theories More likely to choose the right theory for a particular follower and situation 9 - Motivation - Satisfaction - Performance

Knowledgeable about different motivational theories

More likely to choose the right theory for a particular follower and situation

Why Followers are Motivated to Leave Organizations? Limited recognition and praise 34% Compensation 29% Limited authority 13% Personality conflicts 8% Other 16% 9 - Motivation - Satisfaction - Performance

Limited recognition and praise 34%

Compensation 29%

Limited authority 13%

Personality conflicts 8%

Other 16%

Why Followers Stay with Organizations? Promises of long-term employment 82% Supports training and education 78% Hires hard-working - Smart people 76% Encourages fun – Collegial relationships 74% Bases job evaluation on innovation 72% 9 - Motivation - Satisfaction - Performance

Promises of long-term employment 82%

Supports training and education 78%

Hires hard-working - Smart people 76%

Encourages fun – Collegial relationships 74%

Bases job evaluation on innovation 72%

What are Key Questions that Assess Associate Engagement? I know what is expected from me at work I have the materials and equipment I need to do my job right At work, I have the opportunity to do what I do best every day In the last seven days, I have received recognition and praise for doing good work My supervisor, or someone at work, seems to care about me as a person There is someone at work who encourages my development 9 - Motivation - Satisfaction - Performance

I know what is expected from me at work

I have the materials and equipment I need to do my job right

At work, I have the opportunity to do what I do best every day

In the last seven days, I have received recognition and praise for doing good work

My supervisor, or someone at work, seems to care about me as a person

There is someone at work who encourages my development

What are Key Questions that Assess Employee Engagement? (cont.) At work, my opinions seem to count The mission/purpose of my company makes me feel my job is important My associates are committed to doing quality work I have a best friend at work In the last six months, someone at work has talked to me about my progress This past year, I have had the opportunities at work to learn and grow 9 - Motivation - Satisfaction - Performance

At work, my opinions seem to count

The mission/purpose of my company makes me feel my job is important

My associates are committed to doing quality work

I have a best friend at work

In the last six months, someone at work has talked to me about my progress

This past year, I have had the opportunities at work to learn and grow

Does Affectivity Matter? Positive affectivity Tendency to react to stimuli in a consistent positive emotional manner Negative affectivity Consistently react to changes – Events – Situations in a negative manner Negative affectivity – Related to job dissatisfaction Positive affectivity – Higher job satisfaction Leadership initiatives May have little impact job satisfaction if follower affective disposition is either extremely positive or negative 9 - Motivation - Satisfaction - Performance

Positive affectivity

Tendency to react to stimuli in a consistent positive emotional manner

Negative affectivity

Consistently react to changes – Events – Situations in a negative manner

Negative affectivity – Related to job dissatisfaction

Positive affectivity – Higher job satisfaction

Leadership initiatives

May have little impact job satisfaction if follower affective disposition is either extremely positive or negative

What Other Factors Affect Job Satisfaction? Organizational justice People treated unfairly – Less productive – Satisfied – Committed Interactional justice Treated with dignity and respect Distributive justice Followers’ perceptions of level of reward or punishment Commensurate with an individual’s performance or infraction? Procedural justice Process in which rewards or punishments are administered 9 - Motivation - Satisfaction - Performance

Organizational justice

People treated unfairly – Less productive – Satisfied – Committed

Interactional justice

Treated with dignity and respect

Distributive justice

Followers’ perceptions of level of reward or punishment

Commensurate with an individual’s performance or infraction?

Procedural justice

Process in which rewards or punishments are administered

What Specific Factors Affect Satisfaction? Herzberg – Two factory theory Supervision Working conditions Co-workers Pay Policies/procedures Job security 9 - Motivation - Satisfaction - Performance

Herzberg – Two factory theory

Supervision

Working conditions

Co-workers

Pay

Policies/procedures

Job security

What Specific Factors Affect Motivation? Herzberg – Two factory theory Achievement Recognition The work itself Responsibility Advancement and growth 9 - Motivation - Satisfaction - Performance

Herzberg – Two factory theory

Achievement

Recognition

The work itself

Responsibility

Advancement and growth

What are Needs Motivation Theories? Assume people have basic needs Leaders motivate followers by helping them satisfy their needs Basic Needs Internal states of tension or arousal Uncomfortable states of deficiency - People motivated to change 9 - Motivation - Satisfaction - Performance

Assume people have basic needs

Leaders motivate followers by helping them satisfy their needs

Basic Needs

Internal states of tension or arousal

Uncomfortable states of deficiency - People motivated to change

What is Maslow’s Hierarchy of Needs? 9 - Motivation - Satisfaction - Performance Self-Actualization needs Esteem needs Belongingness needs Security needs Physiological needs

What does the Hierarchy of Needs Mean? Lower-level needs Must be satisfied before the next-higher level becomes salient Self-esteem or self-actualization Not salient until lower needs were satisfied Leader – Determine followers’ needs Ensure all lower-order needs are satisfied before appealing to followers’ self-esteem or self-actualization needs 9 - Motivation - Satisfaction - Performance

Lower-level needs

Must be satisfied before the next-higher level becomes salient

Self-esteem or self-actualization

Not salient until lower needs were satisfied

Leader – Determine followers’ needs

Ensure all lower-order needs are satisfied before appealing to followers’ self-esteem or self-actualization needs

What is Another Approach to Needs? Existence – Relatedness – Growth Satisfy more than one need at a time Leaders Identify the degree of need for existence – Relatedness – Growth Followers Having relatively satisfied existence and relatedness needs More apt to focus on growth needs 9 - Motivation - Satisfaction - Performance

Existence – Relatedness – Growth

Satisfy more than one need at a time

Leaders

Identify the degree of need for existence – Relatedness – Growth

Followers

Having relatively satisfied existence and relatedness needs

More apt to focus on growth needs

How do Individuals Differ? Key personality traits Work values Work they like to do People vary substantially Achievement orientation – Work values – Intrinsic motivation To improve – Select followers Who possess right skills – Have a higher level of achievement orientation Right work values Find work to be intrinsically motivating 9 - Motivation - Satisfaction - Performance

Key personality traits

Work values

Work they like to do

People vary substantially

Achievement orientation – Work values – Intrinsic motivation

To improve – Select followers

Who possess right skills – Have a higher level of achievement orientation

Right work values

Find work to be intrinsically motivating

What is Achievement Orientation? Tendency – Exert effort toward task accomplishment McClelland- Strong need for achievement Prefer tasks that provide immediate and ample feedback Moderately Difficult Tasks Successfully solved work problems – Accomplished job tasks Followers – Low need to achieve Prefer easy tasks Do not feel satisfied by solving problems – Accomplishing assigned tasks 9 - Motivation - Satisfaction - Performance

Tendency – Exert effort toward task accomplishment

McClelland- Strong need for achievement

Prefer tasks that provide immediate and ample feedback

Moderately Difficult Tasks

Successfully solved work problems – Accomplished job tasks

Followers – Low need to achieve

Prefer easy tasks

Do not feel satisfied by solving problems – Accomplishing assigned tasks

What is the Profile of High Achievers? High achievers Become extremely demoralized when faced with unclear or impossible tasks Working with the elite Army Ranger units Almost always performed at very high levels and were very successful When given unclear missions with few resources and impossible timelines – Same units could self-destruct very quickly Component – Five Factor personality dimension of dependability Dependability Positively related to performance across virtually all jobs as well as predict success in school 9 - Motivation - Satisfaction - Performance

High achievers

Become extremely demoralized when faced with unclear or impossible tasks

Working with the elite Army Ranger units

Almost always performed at very high levels and were very successful

When given unclear missions with few resources and impossible timelines – Same units could self-destruct very quickly

Component – Five Factor personality dimension of dependability

Dependability

Positively related to performance across virtually all jobs as well as predict success in school

What are Practical Implications of Achievement Orientation? Hire individuals with higher levels of achievement orientation Provide additional responsibilities or opportunities for advancement Set clear expectations Provide opportunities to set and achieve work-related goals Provide feed-back on progress toward goals 9 - Motivation - Satisfaction - Performance

Hire individuals with higher levels of achievement orientation

Provide additional responsibilities or opportunities for advancement

Set clear expectations

Provide opportunities to set and achieve work-related goals

Provide feed-back on progress toward goals

What is Success? Happiness: Do I enjoy what I am doing? Achievement: Am I accomplishing the goals I have set for myself? Significance: Am I doing something important? Legacy: Will my efforts and achievement endure over time? 9 - Motivation - Satisfaction - Performance

Happiness: Do I enjoy what I am doing?

Achievement: Am I accomplishing the goals I have set for myself?

Significance: Am I doing something important?

Legacy: Will my efforts and achievement endure over time?

Are Values Important Determinants to Motivation? Values – Important and enduring beliefs Leaders Suffer from extrinsic motivational bias Falsely believe followers are more motivated by money Research Most followers value doing important work Being recognized for good performance 9 - Motivation - Satisfaction - Performance

Values – Important and enduring beliefs

Leaders

Suffer from extrinsic motivational bias

Falsely believe followers are more motivated by money

Research

Most followers value doing important work

Being recognized for good performance

What are Followers’ Key Work Values and Motivational Strategies? Strong Recognition values Believe Fame – Visibility – Publicity are important Strong Power values Enjoy competition – Being seen as influential – Driving hard to make an impact Strong Hedonism values Motivated by pleasure – Variety – Excitement Strong Altruism values Opportunities to improve society and help others Strong Affiliation values Motivated if work allows them to meet new people or work in team environments 9 - Motivation - Satisfaction - Performance

Strong Recognition values

Believe Fame – Visibility – Publicity are important

Strong Power values

Enjoy competition – Being seen as influential – Driving hard to make an impact

Strong Hedonism values

Motivated by pleasure – Variety – Excitement

Strong Altruism values

Opportunities to improve society and help others

Strong Affiliation values

Motivated if work allows them to meet new people or work in team environments

What are Followers’ Key Work Values and Motivational Strategies? (cont.) Strong Tradition values Motivated in organizations – Strong customs and standards of behavior Strong Security values Motivated to engage in various activities if activities create stable – Predictable – Risk-free environments Strong Commerce values Motivated by financial success Strong Aesthetic values Motivated in environments that place a premium on experimentation – Artistic expression – Creative problem solving – Quality Strong Science values Motivated when digging deeply into problems – Keeping up to date with technology 9 - Motivation - Satisfaction - Performance

Strong Tradition values

Motivated in organizations – Strong customs and standards of behavior

Strong Security values

Motivated to engage in various activities if activities create stable – Predictable – Risk-free environments

Strong Commerce values

Motivated by financial success

Strong Aesthetic values

Motivated in environments that place a premium on experimentation – Artistic expression – Creative problem solving – Quality

Strong Science values

Motivated when digging deeply into problems – Keeping up to date with technology

What is Intrinsic Motivation? Behavior seemingly motivated for its own sake Voluntarily put forth effort toward activities they enjoy doing External rewards Incentives may backfire Can result in a decrease in intrinsic motivation Leader Determine what followers find to be important or intrinsically motivating Avoid extrinsic motivation bias – Pay more is the only path 9 - Motivation - Satisfaction - Performance

Behavior seemingly motivated for its own sake

Voluntarily put forth effort toward activities they enjoy doing

External rewards

Incentives may backfire

Can result in a decrease in intrinsic motivation

Leader

Determine what followers find to be important or intrinsically motivating

Avoid extrinsic motivation bias – Pay more is the only path

What does Intrinsic Motivation Research Yield? External rewards or incentives Result in a decrease in intrinsic motivation when perceived to be “controlling” Rewards seen as providing “informational” value May not result in a decrease in intrinsic motivation 9 - Motivation - Satisfaction - Performance

External rewards or incentives

Result in a decrease in intrinsic motivation when perceived to be “controlling”

Rewards seen as providing “informational” value

May not result in a decrease in intrinsic motivation

What are Cognitive Motivation Theories? Goal setting Set goals to change behavior Expectancy theory – Motivate others by clarifying links between behaviors – Performance – Rewards Equity theory – People are motivated to reduce inequities between rewards and effort Self-efficacy – One’s beliefs about being able to successfully complete a task 9 - Motivation - Satisfaction - Performance

Goal setting

Set goals to change behavior

Expectancy theory – Motivate others by clarifying links between behaviors – Performance – Rewards

Equity theory – People are motivated to reduce inequities between rewards and effort

Self-efficacy – One’s beliefs about being able to successfully complete a task

What does Goal Setting Theory Assume? Leaders Motivate followers by setting goals Bolster beliefs about task accomplishment Followers – Will exert more effort When the expectations are linked Between the level of effort and desirable outcomes are clear Leaders Engage and persist goal behaviors associated with the accomplishment Persuade people to think differently about their efforts 9 - Motivation - Satisfaction - Performance

Leaders

Motivate followers by setting goals

Bolster beliefs about task accomplishment

Followers – Will exert more effort

When the expectations are linked

Between the level of effort and desirable outcomes are clear

Leaders

Engage and persist goal behaviors associated with the accomplishment

Persuade people to think differently about their efforts

How does Goal Setting Motivate Followers? Most powerful determinants of task behaviors Goals Both specific and difficult Result in consistently higher effort and performance Goal commitment – Critical Follower participation in setting goals – Critical Followers – Exerted the greatest effort when goals were accompanied by feedback 9 - Motivation - Satisfaction - Performance

Most powerful determinants of task behaviors

Goals

Both specific and difficult

Result in consistently higher effort and performance

Goal commitment – Critical

Follower participation in setting goals – Critical

Followers – Exerted the greatest effort when goals were accompanied by feedback

What does Goal Setting Research Yield? Goals – Both specific and difficult Result in consistent higher effort and performance Participation Leads to commitment Feedback – Critical Setting moderately difficult goals – Critical Recognizing partial goal accomplishment – Critical Making use of a continuous-improvement – Critical 9 - Motivation - Satisfaction - Performance

Goals – Both specific and difficult

Result in consistent higher effort and performance

Participation

Leads to commitment

Feedback – Critical

Setting moderately difficult goals – Critical

Recognizing partial goal accomplishment – Critical

Making use of a continuous-improvement – Critical

What is the Pygmalion Effect? Expectations alone Lead to higher follower performance Occurs when leaders articulate high expectations for followers Leaders who have little faith in their followers’ ability to accomplish a goal Rarely disappointed 9 - Motivation - Satisfaction - Performance

Expectations alone

Lead to higher follower performance

Occurs when leaders articulate high expectations for followers

Leaders who have little faith in their followers’ ability to accomplish a goal

Rarely disappointed

What is Expectancy Motivation Theory? Links What people do – To rewards Cognitive Result of conscious choice Followers Do what provides them highest rewards Assumes Follower act Maximize their expectations of attaining valued outcomes 9 - Motivation - Satisfaction - Performance

Links

What people do – To rewards

Cognitive

Result of conscious choice

Followers

Do what provides them highest rewards

Assumes

Follower act

Maximize their expectations of attaining valued outcomes

What is Expectancy Motivation Theory? (cont.) Effort-to-performance expectancy Followers estimates the likelihood of performing the desired behavior adequately Assuming they put forth the required effort Performance-to-outcome expectancy Follower - Determines the likely outcomes Perform the task adequately Follower rewarded if they do it Value reward 9 - Motivation - Satisfaction - Performance

Effort-to-performance expectancy

Followers estimates the likelihood of performing the desired behavior adequately

Assuming they put forth the required effort

Performance-to-outcome expectancy

Follower - Determines the likely outcomes

Perform the task adequately

Follower rewarded if they do it

Value reward

What Do You Do if You Feel You are Not Treated Fairly? Inequity - Restore balance Change inputs Change outcomes Alter self-perceptions Alter perception of their reference group Change reference group Leave 9 - Motivation - Satisfaction - Performance

Inequity - Restore balance

Change inputs

Change outcomes

Alter self-perceptions

Alter perception of their reference group

Change reference group

Leave

How does Self-Efficacy Affect Motivation? Cognitive theory Core belief – Able to successfully perform a given task Positive self-efficacy Confident they have power to create desired effects Negative self-efficacy Not confident Believe they can perform a particular task Will often exert considerable effort to get the task accomplished Negative self-efficacy Often give up in the face of difficulty Varies from one task to the next 9 - Motivation - Satisfaction - Performance

Cognitive theory

Core belief – Able to successfully perform a given task

Positive self-efficacy

Confident they have power to create desired effects

Negative self-efficacy

Not confident

Believe they can perform a particular task

Will often exert considerable effort to get the task accomplished

Negative self-efficacy

Often give up in the face of difficulty

Varies from one task to the next

Does the Situation Affect Motivation? Assumes leaders Can change the situation in order to better motivate followers Research Some jobs are more motivating than others Reengineer jobs to improve followers’ motivation levels 9 - Motivation - Satisfaction - Performance

Assumes leaders

Can change the situation in order to better motivate followers

Research

Some jobs are more motivating than others

Reengineer jobs to improve followers’ motivation levels

What is the Operant Approach to Motivation? Reward Any consequence that increases the likelihood that a particular behavior will be repeated Punish Administration of an aversive stimulus or the withdrawal of something desirable Contingent rewards or punishments Administered as consequences of a particular behavior Behavior not rewarded will eventually be eliminated through the process of extinction 9 - Motivation - Satisfaction - Performance

Reward

Any consequence that increases the likelihood that a particular behavior will be repeated

Punish

Administration of an aversive stimulus or the withdrawal of something desirable

Contingent rewards or punishments

Administered as consequences of a particular behavior

Behavior not rewarded will eventually be eliminated through the process of extinction

What does Operant Approach Research Yield? Incentive pay targeted at specific follower behaviors – Most effective Followed by social recognition and performance feedback Research Leaders who properly design and implement contingent reward systems Increase follower productivity and performance Leader Specify what behaviors are important Determine if behaviors are currently being punished – Rewarded – Ignored Find what followers actually find rewarding and punishing Social recognition and performance feedback Resulted in significant productivity improvements 9 - Motivation - Satisfaction - Performance

Incentive pay targeted at specific follower behaviors – Most effective

Followed by social recognition and performance feedback

Research

Leaders who properly design and implement contingent reward systems

Increase follower productivity and performance

Leader

Specify what behaviors are important

Determine if behaviors are currently being punished – Rewarded – Ignored

Find what followers actually find rewarding and punishing

Social recognition and performance feedback

Resulted in significant productivity improvements

Why Would You Reward A While Hoping for B? We hope for Long-term growth Teamwork Commitment to total quality Reporting bad news But we often reward Quarterly earnings Individual effort Shipping on schedule – Even with defects Reporting good news – Whether it is true or not 9 - Motivation - Satisfaction - Performance

We hope for

Long-term growth

Teamwork

Commitment to total quality

Reporting bad news

But we often reward

Quarterly earnings

Individual effort

Shipping on schedule – Even with defects

Reporting good news – Whether it is true or not

Is It Possible To Be Effective and Incompetent? Demonstrate incompetence To avoid responsibility Ask others for help so much Person being asked Eventually assumes responsibility for getting the task accomplished 9 - Motivation - Satisfaction - Performance

Demonstrate incompetence

To avoid responsibility

Ask others for help so much

Person being asked

Eventually assumes responsibility for getting the task accomplished

What is an Empowered Associate? Make choices about what they do How they do it When the need to get it done Strong sense of meaning Believe – What they do is important Have an impact on others Believe they can influence their teams or work units 9 - Motivation - Satisfaction - Performance

Make choices about what they do

How they do it

When the need to get it done

Strong sense of meaning

Believe – What they do is important

Have an impact on others

Believe they can influence their teams or work units

What is an Empowered Associate? (cont.) Self-determined Sense of meaning High competence High influence 9 - Motivation - Satisfaction - Performance

Self-determined

Sense of meaning

High competence

High influence

How Do You Empower Associates? Delegate leadership and decision-making Down to the lowest level possible Equip followers with Resources – Knowledge – Decision making skills Determine – Followers capabilities Enhance – Broaden followers’ capabilities Provide followers commensurate increases in authority and accountability Followers Can tolerate high levels of stress when they have high level of control 9 - Motivation - Satisfaction - Performance

Delegate leadership and decision-making

Down to the lowest level possible

Equip followers with

Resources – Knowledge – Decision making skills

Determine – Followers capabilities

Enhance – Broaden followers’ capabilities

Provide followers commensurate increases in authority and accountability

Followers

Can tolerate high levels of stress when they have high level of control

Groups – Teams – Leadership Leadership Concepts

What is the Difference Between a Group and a Team? Group Belong for a variety of reasons People – Tend to identify more with groups than their organization Influence and influenced by others Departments Teams Stronger sense of identification Task interdependence Differentiated – Specialized roles 10 - Groups - Teams - Leadership

Group

Belong for a variety of reasons

People – Tend to identify more with groups than their organization

Influence and influenced by others

Departments

Teams

Stronger sense of identification

Task interdependence

Differentiated – Specialized roles

Does Group Size Matter to Leaders? Leader emergence – Partly a function of group size Greater number of people in large group Probability – Any individual is likely to emerge as a leader Groups become larger – Cliques develop Leaders – Large span of control More directive Spend less times with individual subordinates Use more impersonal approaches Leaders – Small span of control Display more consideration Use more personal approaches when influencing followers 10 - Groups - Teams - Leadership

Leader emergence – Partly a function of group size

Greater number of people in large group

Probability – Any individual is likely to emerge as a leader

Groups become larger – Cliques develop

Leaders – Large span of control

More directive

Spend less times with individual subordinates

Use more impersonal approaches

Leaders – Small span of control

Display more consideration

Use more personal approaches when influencing followers

How Does Group Size Matter? Affects group effectiveness Group output – Combination of individual outputs As group size increases beyond needed Individual contributions decrease Social loafing – Diminishing returns May increase effort or productivity 10 - Groups - Teams - Leadership

Affects group effectiveness

Group output – Combination of individual outputs

As group size increases beyond needed

Individual contributions decrease

Social loafing – Diminishing returns

May increase effort or productivity

Does Size Affect Group Output? Size grows Individual contributions decrease Inefficiencies – Created by more people working together Reduced effort when little accountability for work – Social loafing Individuals increase their level of work due to the presence of others 10 - Groups - Teams - Leadership

Size grows

Individual contributions decrease

Inefficiencies – Created by more people working together

Reduced effort when little accountability for work – Social loafing

Individuals increase their level of work due to the presence of others

Does Social Role Affect Group Behavior? Stanford Prison Experiment Two dozen college students Randomly assigned to be either “prisoners” or “guards” Guards wore uniforms – Carried nightsticks – Whistles Eyes – Covered by sunglasses Prisoners “arrested” at their homes by police cars – Sirens Handcuffed – Frisked – Blindfolded Fingerprinted – Prisoner outfits – Assigned numbers Guards Became more and more abusive Enjoyed punishing prisoners for even minor infractions Emotional stress on the prisoners became profound Six days into the two-week episode – Experiment was halted Participants’ roles – Became their reality Conclusion – Behavior is partly determined by social role 10 - Groups - Teams - Leadership

Stanford Prison Experiment

Two dozen college students

Randomly assigned to be either “prisoners” or “guards”

Guards wore uniforms – Carried nightsticks – Whistles

Eyes – Covered by sunglasses

Prisoners “arrested” at their homes by police cars – Sirens

Handcuffed – Frisked – Blindfolded

Fingerprinted – Prisoner outfits – Assigned numbers

Guards

Became more and more abusive

Enjoyed punishing prisoners for even minor infractions

Emotional stress on the prisoners became profound

Six days into the two-week episode – Experiment was halted

Participants’ roles – Became their reality

Conclusion – Behavior is partly determined by social role

How Do Teams Develop? Forming Storming Norming Performing 10 - Groups - Teams - Leadership

Forming

Storming

Norming

Performing

What Task Roles Do Team Members Exhibit? Initiating Define problems – Suggest activities – Assign tasks Information seeking Ask questions – Seek relevant data or views Information sharing Provide data – Offer opinions Summarizing Integrate others’ points Check for common understanding Readiness for action Evaluating Assess validity of assumptions – Quality of information – Reasonableness of recommendations 10 - Groups - Teams - Leadership

Initiating

Define problems – Suggest activities – Assign tasks

Information seeking

Ask questions – Seek relevant data or views

Information sharing

Provide data – Offer opinions

Summarizing

Integrate others’ points

Check for common understanding

Readiness for action

Evaluating

Assess validity of assumptions – Quality of information – Reasonableness of recommendations

What Team Relationship Roles do Members Exhibit? Harmonizing Resolve interpersonal conflicts Reduce tension Encouraging Support and praise others Show appreciation for others’ contributions Gatekeeping Assure even participation – No individual dominates 10 - Groups - Teams - Leadership

Harmonizing

Resolve interpersonal conflicts

Reduce tension

Encouraging

Support and praise others

Show appreciation for others’ contributions

Gatekeeping

Assure even participation – No individual dominates

What Dysfunctional Roles Do Team Members Exhibit? Dominating Monopolizing group time Force views on others Blocking Obstruct and impede group work – Persistent negativism Attacking Belittle others Create a hostile or intimidating environment Distracting Engage in irrelevant behaviors Distract others’ attention 10 - Groups - Teams - Leadership

Dominating

Monopolizing group time

Force views on others

Blocking

Obstruct and impede group work – Persistent negativism

Attacking

Belittle others

Create a hostile or intimidating environment

Distracting

Engage in irrelevant behaviors

Distract others’ attention

What Type of Role Conflict Do Team Members Experience? Receive contradictory messages about expected behavior Intrasender role conflict Mixed signals Interrole conflict Associate is unable to perform all their roles Person-role conflict Store manager encourages a salesperson to mislead customers Role ambiguity Lack of clarity about expectations 10 - Groups - Teams - Leadership

Receive contradictory messages about expected behavior

Intrasender role conflict

Mixed signals

Interrole conflict

Associate is unable to perform all their roles

Person-role conflict

Store manager encourages a salesperson to mislead customers

Role ambiguity

Lack of clarity about expectations

Why Team Norms? Informal rules Regulate members Facilitate group survival Simplify - Make more predictable What behavior is expected Avoid embarrassing interpersonal problems Express the central values of the group 10 - Groups - Teams - Leadership

Informal rules

Regulate members

Facilitate group survival

Simplify - Make more predictable

What behavior is expected

Avoid embarrassing interpersonal problems

Express the central values of the group

Do Teams Have Unwritten Rules? Starting goalie – Always the first player on the ice Losing clubhouse – Act as if there has been a death Hand the manager the ball – Pitcher leaving game No-hitter – Do not talk to or sit near pitcher First base coach – Never stands in coaching box Never hit quarterback during practice Throw a handful of salt into the air before your sumo wrestling match begins Bus may be delayed by superstars only Never admit you trapped the ball Caddie of the last player to putt – Replaces flag Scrubs stand during NBA timeouts Winners buy 10 - Groups - Teams - Leadership

Starting goalie – Always the first player on the ice

Losing clubhouse – Act as if there has been a death

Hand the manager the ball – Pitcher leaving game

No-hitter – Do not talk to or sit near pitcher

First base coach – Never stands in coaching box

Never hit quarterback during practice

Throw a handful of salt into the air before your sumo wrestling match begins

Bus may be delayed by superstars only

Never admit you trapped the ball

Caddie of the last player to putt – Replaces flag

Scrubs stand during NBA timeouts

Winners buy

Why is Team Cohesion Important and What are the Pitfalls? Keeps group together Attracts members Provides resistance to leaving Motivates members to be active Overbounding Research Block the use of outside resources Build fences – Boundaries Groupthink Ollieism Illegal actions are taken by overly zealous and loyal subordinates 10 - Groups - Teams - Leadership

Keeps group together

Attracts members

Provides resistance to leaving

Motivates members to be active

Overbounding Research

Block the use of outside resources

Build fences – Boundaries

Groupthink

Ollieism

Illegal actions are taken by overly zealous and loyal subordinates

What are the Symptoms of Groupthink? Unquestioned assumptions Collective rationalization Stereotypes the opposition Self-censorship An illusion of unanimity Direct pressure on dissenting members 10 - Groups - Teams - Leadership

Unquestioned assumptions

Collective rationalization

Stereotypes the opposition

Self-censorship

An illusion of unanimity

Direct pressure on dissenting members

What are Effectives Team and Characteristics of Leaders? Effective teams Clear mission High performance standards Leaders of successful teams Aware of equipment – Training facilities and opportunities – Outside resources available Spent considerable time assessing technical skills of team members Secure resources and equipment High levels of communication 10 - Groups - Teams - Leadership

Effective teams

Clear mission

High performance standards

Leaders of successful teams

Aware of equipment – Training facilities and opportunities – Outside resources available

Spent considerable time assessing technical skills of team members

Secure resources and equipment

High levels of communication

What is an Effective Team Task Structure? Does the team know it’s task? Is the task reasonably unambiguous – Consistent with the mission? Does the team have meaningful work? Sufficient autonomy? 10 - Groups - Teams - Leadership

Does the team know it’s task?

Is the task reasonably unambiguous – Consistent with the mission?

Does the team have meaningful work?

Sufficient autonomy?

What Questions Should be Answered in Developing Effective Teams? Is collective membership of team appropriate for task to be performed? Are there too few or too many members? Do the members collectively have sufficient knowledge and skills? Does the team have sufficient maturity and interpersonal skills? Is there an appropriate amount of diversity on the team? 10 - Groups - Teams - Leadership

Is collective membership of team appropriate for task to be performed?

Are there too few or too many members?

Do the members collectively have sufficient knowledge and skills?

Does the team have sufficient maturity and interpersonal skills?

Is there an appropriate amount of diversity on the team?

How do Teams Develop and Institute Norms? Does the team share an appropriate set of norms? Imported from the organization Instituted and reinforced by the leader Developed by the team itself Regularly scan and review prevailing norms 10 - Groups - Teams - Leadership

Does the team share an appropriate set of norms?

Imported from the organization

Instituted and reinforced by the leader

Developed by the team itself

Regularly scan and review prevailing norms

How does a Team Gain Authority? Sufficient competence Establish climate Authority can be used in a flexible manner Team members feel empowered Team members feel comfortable in questioning authority and decisions 10 - Groups - Teams - Leadership

Sufficient competence

Establish climate

Authority can be used in a flexible manner

Team members feel empowered

Team members feel comfortable in questioning authority and decisions

What is the Team Leadership Model? Leader Main job – To determine what needs the team Take care of them Systems theory approach Inputs Process – Throughputs Outputs 10 - Groups - Teams - Leadership

Leader

Main job – To determine what needs the team

Take care of them

Systems theory approach

Inputs

Process – Throughputs

Outputs

What are TLM Inputs? Raw materials processed Resources available for teams Individual Environmental Team factors Organizational systems 10 - Groups - Teams - Leadership

Raw materials processed

Resources available for teams

Individual

Environmental

Team factors

Organizational systems

What is the TLM Process? How the team goes about its work Leader Assess team’s work while it is working Critical indicators 10 - Groups - Teams - Leadership

How the team goes about its work

Leader

Assess team’s work while it is working

Critical indicators

What are Four Process Measures? 10 - Groups - Teams - Leadership Knowledge & Skills Effort Strategy Group Dynamics

Knowledge & Skills

Effort

Strategy

Group Dynamics

What are TLM Outputs? Team’s productive output Goods Services Decisions Quantity Quality Timeliness Team Experience enhances growth and personal well-being of individuals 10 - Groups - Teams - Leadership

Team’s productive output

Goods

Services

Decisions

Quantity

Quality

Timeliness

Team

Experience enhances growth and personal well-being of individuals

How does TLM Gain Creativity? Starts with a concept Create a design Engineer it to do what we want it to do Manufacture it 10 - Groups - Teams - Leadership

Starts with a concept

Create a design

Engineer it to do what we want it to do

Manufacture it

How do Team Members Dream Using TLM? Most important single step in teamwork Challenging goals? Leader Ensures the team has a clear vision 10 - Groups - Teams - Leadership

Most important single step in teamwork

Challenging goals?

Leader

Ensures the team has a clear vision

How do Team Members Use Design in the TLM Model? Design– Critical Detect deviations in the process stage Explore opportunities for making it better 10 - Groups - Teams - Leadership

Design– Critical

Detect deviations in the process stage

Explore opportunities for making it better

What do Research Studies Yield Regarding TLM? Effective leaders Use variety of authority dynamics in the first few minutes of the team’s life Variety of authority styles Establish competence and legitimate authority Insure team has a clear sense of purpose and performance expectations Design or redesign input Ongoing coaching Engage team – Participative process Feedback Individual level – Iinfluence perceived efficacy 10 - Groups - Teams - Leadership

Effective leaders

Use variety of authority dynamics in the first few minutes of the team’s life

Variety of authority styles

Establish competence and legitimate authority

Insure team has a clear sense of purpose and performance expectations

Design or redesign input

Ongoing coaching

Engage team – Participative process

Feedback

Individual level – Iinfluence perceived efficacy

What is the Continual Improvement Process? Creation Create a design Linear flow Dream Paint picture Design Detect deviations Development Find ways to improve an already well-designed team 10 - Groups - Teams - Leadership

Creation

Create a design

Linear flow

Dream

Paint picture

Design

Detect deviations

Development

Find ways to improve an already well-designed team

What are Virtual Teams? Geographically dispersed teams Leadership research Support of senior management Innovative use of communication technology Adoption of an organization design Prevalence of trust among team members Ability to capture the strengths of diverse cultures – Languages – People 10 - Groups - Teams - Leadership

Geographically dispersed teams

Leadership research

Support of senior management

Innovative use of communication technology

Adoption of an organization design

Prevalence of trust among team members

Ability to capture the strengths of diverse cultures – Languages – People

How do you Lead Virtual Teams? Be proactive Focus on relationships before tasks Seek clarity Create a sense of order and predictability Be a cool-headed – Objective problem solver Develop shared operating agreements Give team members personal attention Respect the challenges of the virtual environment Recognize the limits of available technologies Stay people-focused 10 - Groups - Teams - Leadership

Be proactive

Focus on relationships before tasks

Seek clarity

Create a sense of order and predictability

Be a cool-headed – Objective problem solver

Develop shared operating agreements

Give team members personal attention

Respect the challenges of the virtual environment

Recognize the limits of available technologies

Stay people-focused

What is Effective Feedback? Helpful Direct Specific Descriptive Timely Flexible 10 - Groups - Teams - Leadership

Helpful

Direct

Specific

Descriptive

Timely

Flexible

Is Punishment Effective? Strong positive relationship between punishment and performance Low performance Leads to higher levels of punishment Level and manner of punishment Differ dramatically More severe the punishment (pay reduction) Higher subsequent performance of team members Punishment – Reduces absenteeism – Tardiness Inexperienced leaders – Administer almost twice as much punishment as experienced leaders 10 - Groups - Teams - Leadership

Strong positive relationship between punishment and performance

Low performance

Leads to higher levels of punishment

Level and manner of punishment

Differ dramatically

More severe the punishment (pay reduction)

Higher subsequent performance of team members

Punishment – Reduces absenteeism – Tardiness

Inexperienced leaders – Administer almost twice as much punishment as experienced leaders

How do you Administer Punishment? Leaders Biased toward making internal attributions about followers’ poor performance Use punishment to modify follower’s behavior Collect the facts Focus on specific behaviors Minimize threat to followers’ self-concepts 10 - Groups - Teams - Leadership

Leaders

Biased toward making internal attributions about followers’ poor performance

Use punishment to modify follower’s behavior

Collect the facts

Focus on specific behaviors

Minimize threat to followers’ self-concepts

Why Delegate? Frees time for other activities Sends organizational signal Subordinates are trusted Delegate Opportunities for initiative Problem solving Innovation Administration Decision making 10 - Groups - Teams - Leadership

Frees time for other activities

Sends organizational signal

Subordinates are trusted

Delegate

Opportunities for initiative

Problem solving

Innovation

Administration

Decision making

Why Avoid Delegating? Takes too much time Risky Job will not be done as well Task is a desirable one 10 - Groups - Teams - Leadership

Takes too much time

Risky

Job will not be done as well

Task is a desirable one

What are the Principles of Effective Delegation? Decide what to delegate Make the assignment clear and specific Allow autonomy, but monitor performance Give credit, not blame 10 - Groups - Teams - Leadership

Decide what to delegate

Make the assignment clear and specific

Allow autonomy, but monitor performance

Give credit, not blame

How do You Build High Performance Teams? Rocket Model Mission Talent Norms Buy-In Power Morale Results 10 - Groups - Teams - Leadership

Rocket Model

Mission

Talent

Norms

Buy-In

Power

Morale

Results

What is an Example of Assessing Team Effectiveness? Dysfunctional health care team Results- Low Power- Medium Morale- Low Norms- Low Buy-In- Low Mission- Low Talent- Medium 10 - Groups - Teams - Leadership

Dysfunctional health care team

Results- Low

Power- Medium

Morale- Low

Norms- Low

Buy-In- Low

Mission- Low

Talent- Medium

What is an Example of Assessing Team Effectiveness? High performing retail team Results- High Power- High Morale- High Norms- High Buy-In- High Mission- High Talent- Medium 10 - Groups - Teams - Leadership

High performing retail team

Results- High

Power- High

Morale- High

Norms- High

Buy-In- High

Mission- High

Talent- Medium

What are the Steps in Conducting a GAPS Analysis? Step 1: Goals Step 2: Abilities Step 3: Perceptions Step 4: Standards 10 - Groups - Teams - Leadership

Step 1: Goals

Step 2: Abilities

Step 3: Perceptions

Step 4: Standards

How do You Bridge Gaps? Building a Development Plan Step 1: Career – Development Goals Step 2: Criteria for Success Step 3: Actions Steps Step 4: Whom to Involve – Reassess Dates Step 5: Stretch Step 6: Resources Step 7: Reflect with a Partner 10 - Groups - Teams - Leadership

Building a Development Plan

Step 1: Career – Development Goals

Step 2: Criteria for Success

Step 3: Actions Steps

Step 4: Whom to Involve – Reassess Dates

Step 5: Stretch

Step 6: Resources

Step 7: Reflect with a Partner

What is Effective Coaching? Forge Partnership Inspire Commitment - Conduct GAPS Analysis Grow Skills – Create Plans Promote Persistence - Help Followers Stick to Their Plans Transfer Skills - Create Learning Environment 10 - Groups - Teams - Leadership

Forge Partnership

Inspire Commitment - Conduct GAPS Analysis

Grow Skills – Create Plans

Promote Persistence - Help Followers Stick to Their Plans

Transfer Skills - Create Learning Environment

What is an Effective Development Plan? Objectives One-year career objective identified Two or three development goals Motivated and committed to change Criteria for Success: New behavior clearly described Behavior is measured – Observed Action Steps: Specific – Attainable – Measurable steps Includes a variety of types of activities Activities divided into small – Doable steps 10 - Groups - Teams - Leadership

Objectives

One-year career objective identified

Two or three development goals

Motivated and committed to change

Criteria for Success:

New behavior clearly described

Behavior is measured – Observed

Action Steps:

Specific – Attainable – Measurable steps

Includes a variety of types of activities

Activities divided into small – Doable steps

What is an Effective Development Plan? (cont.) Seek Feedback and Support Variety of others Requests for management support Stretch Assignments Related to career objectives Resources Books – Seminars Reflect with a Partner Periodic reviews of learning 10 - Groups - Teams - Leadership

Seek Feedback and Support

Variety of others

Requests for management support

Stretch Assignments

Related to career objectives

Resources

Books – Seminars

Reflect with a Partner

Periodic reviews of learning

What is the Difference between Top-Down and Bottom-Up Empowerment? Top-down process Delegate leadership and decision making down to the lowest level Bottom-up approach Equip followers With resources Knowledge Skills necessary to make good decisions 10 - Groups - Teams - Leadership

Top-down process

Delegate leadership and decision making down to the lowest level

Bottom-up approach

Equip followers

With resources

Knowledge

Skills necessary to make good decisions

What are the Psychological Components of Empowerment? Intellectual capital Associates – Tolerate high levels of stress When they have a high level of control Sense of self-determination Strong sense of meaning High level of competence Have impact on others 10 - Groups - Teams - Leadership

Intellectual capital

Associates – Tolerate high levels of stress

When they have a high level of control

Sense of self-determination

Strong sense of meaning

High level of competence

Have impact on others

What are the Best Practices of Empowerment? Create clear vision Goals Accountability Develop others Delegate decision making to followers Lead by example Empowerment Must be systemic to be successful 10 - Groups - Teams - Leadership

Create clear vision

Goals

Accountability

Develop others

Delegate decision making to followers

Lead by example

Empowerment

Must be systemic to be successful

Characteristics of the Situation Leadership Concepts

Do Situations Determine Who Emerges as Leader? Great leaders – Typically emerged Economic crises Social upheavals Revolutions 11 - Characteristics of the Situation

Great leaders – Typically emerged

Economic crises

Social upheavals

Revolutions

Does Leader Perception of the Situation Affect Leader Behavior? Role theory Rules and regulations governing the job Role expectations of subordinates – Peers – Superiors Nature of the task Feedback about subordinates’ performance Clarifies how leader responds Situational demands – Constraints Perception of role conflict and role ambiguity Successfully resolve conflicts – Determine leadership effectiveness 11 - Characteristics of the Situation

Role theory

Rules and regulations governing the job

Role expectations of subordinates – Peers – Superiors

Nature of the task

Feedback about subordinates’ performance

Clarifies how leader responds

Situational demands – Constraints

Perception of role conflict and role ambiguity

Successfully resolve conflicts – Determine leadership effectiveness

What Organization Factors Affect Leader Perceptions? Congruence model – System model Input Environment Resources History Process Strategy Work Informal Organization Formal Organization People Output System Unit Individual 11 - Characteristics of the Situation

Congruence model – System model

Input

Environment

Resources

History

Process

Strategy

Work

Informal Organization

Formal Organization

People

Output

System

Unit

Individual

What Work Variables Affect Leader Perception of the Situation? Tasks – What is to be done Function Skills or abilities Equipment 11 - Characteristics of the Situation

Tasks – What is to be done

Function

Skills or abilities

Equipment

What Job Characteristics Affect Leader Perception of the Situation? Skill variety Mechanical – Cognitive – Physical Greater skill variety – More enjoyable Tasks – Low levels of skill variety – Directive behaviors Task identity – Completion of whole unit Task significance – Job substantially impacts others Autonomy – Control over job Task structure – Known vs. Unknown procedure Task interdependence – Coordination and synchronization 11 - Characteristics of the Situation

Skill variety

Mechanical – Cognitive – Physical

Greater skill variety – More enjoyable

Tasks – Low levels of skill variety – Directive behaviors

Task identity – Completion of whole unit

Task significance – Job substantially impacts others

Autonomy – Control over job

Task structure – Known vs. Unknown procedure

Task interdependence – Coordination and synchronization

What People Factors Influence Leader Perceptions of the Situation? Skills Knowledge Experience Expectations Needs Preferences 11 - Characteristics of the Situation

Skills

Knowledge

Experience

Expectations

Needs

Preferences

What Environmental Factors Influence Leader Perception of the Situation? Changing economic conditions Threats of layoffs Hostile takeover Global “off-shoring” Changing political condition Technology changes Legal problems Crises 11 - Characteristics of the Situation

Changing economic conditions

Threats of layoffs

Hostile takeover

Global “off-shoring”

Changing political condition

Technology changes

Legal problems

Crises

How Does Organizational Design and Structure Affect Leader Perceptions? Structure Activities are coordinated and controlled Complexity – Horizontal – Vertical – Spatial elements Centralization – Diffusion of decision-making Design Functional Product Matrix 11 - Characteristics of the Situation

Structure

Activities are coordinated and controlled

Complexity – Horizontal – Vertical – Spatial elements

Centralization – Diffusion of decision-making

Design

Functional

Product

Matrix

What Assumptions Underlie the Information Age? Cross functions vs. specialization Links to customers and suppliers vs. Arm’s length transactions Global scale vs. Local country Innovation vs. Long product life cycles Knowledge workers vs. Do as told 11 - Characteristics of the Situation

Cross functions vs. specialization

Links to customers and suppliers vs. Arm’s length transactions

Global scale vs. Local country

Innovation vs. Long product life cycles

Knowledge workers vs. Do as told

How does Technology and Uncertainty Affect Leader Perceptions of the Situation? Technological complexity Workers play a large role Modify leader behavior – Depends on situation High technology complexity Highly predictable work flow Mass production Orders are filled from inventory Continuous process Mechanized from beginning to end 11 - Characteristics of the Situation

Technological complexity

Workers play a large role

Modify leader behavior – Depends on situation

High technology complexity

Highly predictable work flow

Mass production

Orders are filled from inventory

Continuous process

Mechanized from beginning to end

How does Level of Authority Influence Leader Perceptions of the Situation? Lower-level leaders Considerable amount of time training followers Resolving work-unit or team performance problems Scheduling practices or arranging work schedules Implementing policies Higher-level leaders More autonomy More time setting policies Making staffing decisions 11 - Characteristics of the Situation

Lower-level leaders

Considerable amount of time training followers

Resolving work-unit or team performance problems

Scheduling practices or arranging work schedules

Implementing policies

Higher-level leaders

More autonomy

More time setting policies

Making staffing decisions

What is the Difference Between Culture and Climate? Organizational culture System of shared norms – Values – Beliefs Myths – Stories – Symbols – Rituals - Language Organizational climate Narrow in scope Subjective reactions How well organizational members get along with each other 11 - Characteristics of the Situation

Organizational culture

System of shared norms – Values – Beliefs

Myths – Stories – Symbols – Rituals - Language

Organizational climate

Narrow in scope

Subjective reactions

How well organizational members get along with each other

What are Key Organizational Culture Factors? Objects – Seen and noticed Recurring events or activities Reflect important aspects of the underlying culture Jargon Some know Some do not 11 - Characteristics of the Situation

Objects – Seen and noticed

Recurring events or activities

Reflect important aspects of the underlying culture

Jargon

Some know

Some do not

How do Leaders Change Culture? Attend to or ignore particular issues – Problems – Projects Through their reactions to crises Reward new or different kinds of behaviors Eliminate previous punishments or negative consequences Myths – Stories – Symbols – Rituals – Language Respected organizations emphasize Making associates feel they are part of the family Reducing social distance Have pleasant working conditions Disrespected organizations More manipulative 11 - Characteristics of the Situation

Attend to or ignore particular issues – Problems – Projects

Through their reactions to crises

Reward new or different kinds of behaviors

Eliminate previous punishments or negative consequences

Myths – Stories – Symbols – Rituals – Language

Respected organizations emphasize

Making associates feel they are part of the family

Reducing social distance

Have pleasant working conditions

Disrespected organizations

More manipulative

What Culture Factors Should Leaders Attend to in Trying to Understand Their Situation? What is talked about or not talked about How people wield power What people get ahead or stay out of trouble Unwritten rules of the game Organization’s morality and ethics Stories told about the organization 11 - Characteristics of the Situation

What is talked about or not talked about

How people wield power

What people get ahead or stay out of trouble

Unwritten rules of the game

Organization’s morality and ethics

Stories told about the organization

Are there Culture Mavericks? John DeLorean – Counterculture at GM Took a number of actions to change the dominant culture at GM Liked independence and dissent Modeled behavior he wished others to emulate Wore suits that stood out Changed office furniture – Carpeting – Décor Allowed executives to decorate their offices Did not greet his superiors at the airport Did not have his subordinates pick him up Changed the performance appraisal system Rewarded on the basis of objective performance data 11 - Characteristics of the Situation

John DeLorean – Counterculture at GM

Took a number of actions to change the dominant culture at GM

Liked independence and dissent

Modeled behavior he wished others to emulate

Wore suits that stood out

Changed office furniture – Carpeting – Décor

Allowed executives to decorate their offices

Did not greet his superiors at the airport

Did not have his subordinates pick him up

Changed the performance appraisal system

Rewarded on the basis of objective performance data

Are There Situations Where Leaders Can Use Substitutes for Themselves? Subordinate ability and experience May substitute for task-oriented leader behavior Subordinate indifference toward rewards May neutralize a leader’s task and relationship behavior Tasks – Routine or structured May substitute for task-oriented leader behavior 11 - Characteristics of the Situation

Subordinate ability and experience

May substitute for task-oriented leader behavior

Subordinate indifference toward rewards

May neutralize a leader’s task and relationship behavior

Tasks – Routine or structured

May substitute for task-oriented leader behavior

Are There Situations Where Leaders Can Use Substitutes for Themselves? (cont.) Tasks – Provide intrinsic feedback or intrinsically satisfying May substitute for task oriented leader High levels of formalization in organizations May substitute for task-oriented leader behavior Unbending rules and procedures may even neutralize the leader’s task behavior Cohesive work group May provide substitute for leader’s task and relationship behavior 11 - Characteristics of the Situation

Tasks – Provide intrinsic feedback or intrinsically satisfying

May substitute for task oriented leader

High levels of formalization in organizations

May substitute for task-oriented leader behavior

Unbending rules and procedures may even neutralize the leader’s task behavior

Cohesive work group

May provide substitute for leader’s task and relationship behavior

Contingency Theories of Leadership Leadership Concepts

What are Contingency Theories? Assumes leaders are able to Accurately diagnose or assess key aspects Situational and follower characteristics Act in a flexible manner Leadership effectiveness – Maximized When leaders select behaviors contingent on Situational characteristics Follower characteristics 12 - Contingency Theories of Leadership

Assumes leaders are able to

Accurately diagnose or assess key aspects

Situational and follower characteristics

Act in a flexible manner

Leadership effectiveness – Maximized

When leaders select behaviors contingent on

Situational characteristics

Follower characteristics

What Situational and Follower Characteristics Drive Contingency Leadership Theory Decision participation? Normative decision model – Decision tree Maturity of followers Situational model Leader-member relations – Task structure – Leader position power Fiedler – Least preferred co-worker scale Follower expectations Path-goal theory 12 - Contingency Theories of Leadership

Decision participation?

Normative decision model – Decision tree

Maturity of followers

Situational model

Leader-member relations – Task structure – Leader position power

Fiedler – Least preferred co-worker scale

Follower expectations

Path-goal theory

What is the Normative Decision Making Model? Normative What ought to happen Not describing what does happen Model goal To determine the levels of participation subordinates should have in making decisions How? – Determines leader options Decision tree 12 - Contingency Theories of Leadership

Normative

What ought to happen

Not describing what does happen

Model goal

To determine the levels of participation subordinates should have in making decisions

How? – Determines leader options

Decision tree

What are the Leader Options? Autocratic processes AI: Leader solves problem – Makes decision AII: Leader obtains any necessary information from followers – Decides Consultative processes CI: Leader shares the problem with individual relevant followers – Makes decision CII: Leader shares problem with followers in group meeting – Makes decision Group process GII: Leader shares problem with group – Together – Generate and evaluate alternatives – Reach agreement (consensus) on a solution 12 - Contingency Theories of Leadership

Autocratic processes

AI: Leader solves problem – Makes decision

AII: Leader obtains any necessary information from followers – Decides

Consultative processes

CI: Leader shares the problem with individual relevant followers – Makes decision

CII: Leader shares problem with followers in group meeting – Makes decision

Group process

GII: Leader shares problem with group – Together – Generate and evaluate alternatives – Reach agreement (consensus) on a solution

What is the Leader’s Criteria in Determining Leader Options? Decision quality Decision has a rational determinable “better or worse” alternative “ Will one alternative have a greater cost saving than the other?” “ Does this decision improve services to the client?” Decision acceptance Followers accept the decision as if it were their own Do not merely comply with the decision 12 - Contingency Theories of Leadership

Decision quality

Decision has a rational determinable “better or worse” alternative

“ Will one alternative have a greater cost saving than the other?”

“ Does this decision improve services to the client?”

Decision acceptance

Followers accept the decision as if it were their own

Do not merely comply with the decision

How does the Decision Tree Process Work? Does the problem possess a quality requirement? Do I have sufficient information to make a high-quality decision? Is the problem structured? Is acceptance by subordinates important for effective implementation? If I were to make the decision myself, is it reasonably certain that it would be accepted by subordinates? Do subordinates share the organizational goals to be attained in solving this problem? Is conflict among subordinates over preferred solutions likely? 12 - Contingency Theories of Leadership

Does the problem possess a quality requirement?

Do I have sufficient information to make a high-quality decision?

Is the problem structured?

Is acceptance by subordinates important for effective implementation?

If I were to make the decision myself, is it reasonably certain that it would be accepted by subordinates?

Do subordinates share the organizational goals to be attained in solving this problem?

Is conflict among subordinates over preferred solutions likely?

Decision Tree 12 - Contingency Theories of Leadership

What is the Situational Leadership Model? Leaders Often – Different interactional styles Adjust behavior What factors should leader utilize in selecting their interactional style? Follower’s intelligence? Values? Preferences? Technical competence? 12 - Contingency Theories of Leadership

Leaders

Often – Different interactional styles

Adjust behavior

What factors should leader utilize in selecting their interactional style?

Follower’s intelligence?

Values?

Preferences?

Technical competence?

Depending on the Situation, What Leadership Styles are Options? Low relationship – High task Low relationship – Low task High relationship – Low task High relationship – High task 12 - Contingency Theories of Leadership

Low relationship – High task

Low relationship – Low task

High relationship – Low task

High relationship – High task

How does the Leader Select an Option? Follower readiness Able – Willing or confident Able – But unwilling or insecure Unable – But willing or confident Unable – Unwilling or insecure 12 - Contingency Theories of Leadership

Follower readiness

Able – Willing or confident

Able – But unwilling or insecure

Unable – But willing or confident

Unable – Unwilling or insecure

Situational Leadership 12 - Contingency Theories of Leadership

What is a Simple Approach to Determine Leader Behavior? Delegate when followers are able and willing Low relationship – Low task behavior Participation when followers are able, but unwilling High relationship – Low task behavior Sell when followers are unable, but willing High task – High relationship behavior Telling when followers are unable and unwilling High task – Low relationship behavior 12 - Contingency Theories of Leadership

Delegate when followers are able and willing

Low relationship – Low task behavior

Participation when followers are able, but unwilling

High relationship – Low task behavior

Sell when followers are unable, but willing

High task – High relationship behavior

Telling when followers are unable and unwilling

High task – Low relationship behavior

What is Fiedler’s Contingency Leadership Model? Primarily determined by selecting the right leader for situation Or changing the situation to fit the particular leader’s style Assumes Leaders are more consistent Less flexible in their behavior 12 - Contingency Theories of Leadership

Primarily determined by selecting the right leader for situation

Or changing the situation to fit the particular leader’s style

Assumes

Leaders are more consistent

Less flexible in their behavior

What is the Least-Preferred-Co-worker Scale? Think of the single individual with whom you had the greatest difficulty working Least preferred co-worker (LPC) Describe that individual in terms of a series of bipolar adjectives Scale – Identifies if leader is permanently a low or high score Low score – Task oriented leader High score – Relationship oriented leader 12 - Contingency Theories of Leadership

Think of the single individual with whom you had the greatest difficulty working

Least preferred co-worker (LPC)

Describe that individual in terms of a series of bipolar adjectives

Scale – Identifies if leader is permanently a low or high score

Low score – Task oriented leader

High score – Relationship oriented leader

What is a Low-LPC Leader? Motivated by task Gain satisfaction from task accomplishment If tasks are being accomplished in an acceptable manner Low-LPC leaders move to secondary level of motivation Forming and maintaining relationships Task first – Relationship second 12 - Contingency Theories of Leadership

Motivated by task

Gain satisfaction from task accomplishment

If tasks are being accomplished in an acceptable manner

Low-LPC leaders move to secondary level of motivation

Forming and maintaining relationships

Task first – Relationship second

What is a High LPC Leader? Motivated by relationships Satisfied by establishing and maintaining close interpersonal relationships If high-LPC leaders establish good relationships Will move to their secondary level of motivation Task accomplishment 12 - Contingency Theories of Leadership

Motivated by relationships

Satisfied by establishing and maintaining close interpersonal relationships

If high-LPC leaders establish good relationships

Will move to their secondary level of motivation

Task accomplishment

If Leadership Style is “Fixed,” What Should you Consider in Trying to Match Leader to the Most Desirable Situation Situational favorability How much control the leader has over followers More control – More favorable the situation To determine control – Three subelements Leader-member relations – Strongest element Task structure Position power – Weakest element in determining situational favorability 12 - Contingency Theories of Leadership

Situational favorability

How much control the leader has over followers

More control – More favorable the situation

To determine control – Three subelements

Leader-member relations – Strongest element

Task structure

Position power – Weakest element in determining situational favorability

How do the Subelements Determine the Situation? Leader-member relations Is it cooperative or hostile? Leader who rates it as positive – Feels support Task structure Leader assesses if there is detailed descriptions of work products Standard operating procedures Objective indicators of how well the task is being accomplished More affirmatively – Higher the task structure Position power Title – Rank Authority to give rewards and punishment Conduct performance appraisals The more you can do the above – The more position power 12 - Contingency Theories of Leadership

Leader-member relations

Is it cooperative or hostile?

Leader who rates it as positive – Feels support

Task structure

Leader assesses if there is detailed descriptions of work products

Standard operating procedures

Objective indicators of how well the task is being accomplished

More affirmatively – Higher the task structure

Position power

Title – Rank

Authority to give rewards and punishment

Conduct performance appraisals

The more you can do the above – The more position power

How do you Determine Overall Situational Favorability? Are leader-member relations good or poor? Good Is the task structured or unstructured? Structured Is position power high or low? High Preferred style of leader for this situation Octant Octant – One of eight parts into which space is divided by three 12 - Contingency Theories of Leadership

Are leader-member relations good or poor?

Good

Is the task structured or unstructured?

Structured

Is position power high or low?

High

Preferred style of leader for this situation

Octant

Octant – One of eight parts into which space is divided by three

12 - Contingency Theories of Leadership

What LPC Score is the Best for Follower Effectiveness? If situational favorability is moderate Octants 4,5,6, or 7 Groups led by high LPC leaders concerned with establishing and maintaining relationships do best If situational favorability is Unfavorable (Octant 8) Or highly favorable (Octants 1,2, or 3) Groups led by low LPC leaders who are task motivated do best 12 - Contingency Theories of Leadership

If situational favorability is moderate

Octants 4,5,6, or 7

Groups led by high LPC leaders concerned with establishing and maintaining relationships do best

If situational favorability is

Unfavorable (Octant 8)

Or highly favorable (Octants 1,2, or 3)

Groups led by low LPC leaders who are task motivated do best

12 - Contingency Theories of Leadership

Do LPC Leaders Change Focus? LPC leaders first Satisfy their primary motivation Low LPC – Focus on task High LPC – Focus on relationships Will change focus when Primary motivation is satisfied Move to secondary motivation state Leaders change focus only when faced with highly favorable situations 12 - Contingency Theories of Leadership

LPC leaders first

Satisfy their primary motivation

Low LPC – Focus on task

High LPC – Focus on relationships

Will change focus when

Primary motivation is satisfied

Move to secondary motivation state

Leaders change focus only when faced with highly favorable situations

What is Path-Goal Theory Assumes expectancy motivation theory is correct Calculate effort-to-performance probabilities How much effort should I put forth? If I put forth effort, will I be successful? How much do I value the outcome? Leader provides Follower goals Available rewards Follower path to achieving valued rewards 12 - Contingency Theories of Leadership

Assumes expectancy motivation theory is correct

Calculate effort-to-performance probabilities

How much effort should I put forth?

If I put forth effort, will I be successful?

How much do I value the outcome?

Leader provides

Follower goals

Available rewards

Follower path to achieving valued rewards

What are Effective Path-Goal Leaders? Ensure availability of “valued rewards” Help followers to identify goals Help followers clarify path to reach goals Help followers identify and remove roadblocks Provide emotional support Increase followers’ performance expectancies Performance to reward expectancies 12 - Contingency Theories of Leadership

Ensure availability of “valued rewards”

Help followers to identify goals

Help followers clarify path to reach goals

Help followers identify and remove roadblocks

Provide emotional support

Increase followers’ performance expectancies

Performance to reward expectancies

What Actions are Recommended for Path-Goal Leaders? Strengthen followers’ beliefs If they exert a certain level of effort They will more likely accomplish task If they accomplish task They will likely achieve valued outcomes 12 - Contingency Theories of Leadership

Strengthen followers’ beliefs

If they exert a certain level of effort

They will more likely accomplish task

If they accomplish task

They will likely achieve valued outcomes

What are the Behavior Options for Path-Goal Leaders? Directive – Task behaviors What followers are expected to do When How it fits with the work of others Supportive – Concern for others Open and approachable Participative – Consultative Share work problems – Solicit suggestions – Involve Achievement oriented Set very challenging goals Seek ways to improve Perform at the highest level High degree of confidence 12 - Contingency Theories of Leadership

Directive – Task behaviors

What followers are expected to do

When

How it fits with the work of others

Supportive – Concern for others

Open and approachable

Participative – Consultative

Share work problems – Solicit suggestions – Involve

Achievement oriented

Set very challenging goals

Seek ways to improve

Perform at the highest level

High degree of confidence

How Does a Leader Know Which Behaviors to Exhibit? Two variables Satisfaction of followers Followers perception – Of their own abilities relative to the task to be accomplished Satisfaction Leader behavior – Acceptable if it is either an immediate source of satisfaction Or instrumental in achieving future satisfaction Followers – Actively support leader if Leaders actions increase followers level of satisfaction 12 - Contingency Theories of Leadership

Two variables

Satisfaction of followers

Followers perception – Of their own abilities relative to the task to be accomplished

Satisfaction

Leader behavior – Acceptable if it is either an immediate source of satisfaction

Or instrumental in achieving future satisfaction

Followers – Actively support leader if

Leaders actions increase followers level of satisfaction

How Does a Leader Know Which Behavior to Exhibit? (cont.) Followers locus control Internal More satisfied with participative leaders External More satisfied with directive behavior Followers capable of performing variable Capable – Prefer participative leader Not capable – Directive 12 - Contingency Theories of Leadership

Followers locus control

Internal

More satisfied with participative leaders

External

More satisfied with directive behavior

Followers capable of performing variable

Capable – Prefer participative leader

Not capable – Directive

What Situational Factors Influence Leader Behavior? Follower characteristics and situational variables impact each other Task performed may impact Formal authority system Primary work group Leader may become redundant Substitutes for leadership 12 - Contingency Theories of Leadership

Follower characteristics and situational variables impact each other

Task performed may impact

Formal authority system

Primary work group

Leader may become redundant

Substitutes for leadership

According to Path-goal Theory, What is an Effective Leader? Assess situation Task characteristics Formal authority system Assess followers Traits – Skills – Abilities Expectations and work perceptions of own group abilities 12 - Contingency Theories of Leadership

Assess situation

Task characteristics

Formal authority system

Assess followers

Traits – Skills – Abilities

Expectations and work perceptions of own group abilities

According to Path-goal Theory, What is an Effective Leader? (cont.) Select leader behavior to meet demands Directive Supportive Participative Achievement oriented Increase followers Effort to performance expectancies Increase performance to reward expectancies Or value of outcome Outcomes Leader acceptance Follower motivation Follower satisfaction 12 - Contingency Theories of Leadership

Select leader behavior to meet demands

Directive

Supportive

Participative

Achievement oriented

Increase followers

Effort to performance expectancies

Increase performance to reward expectancies

Or value of outcome

Outcomes

Leader acceptance

Follower motivation

Follower satisfaction

12 - Contingency Theories of Leadership

Part 1 – Leadership Skills Leadership Concepts

Communication Process Intention Receiver(s) Who needs to hear you Purpose Why they need to hear you Outcome desired Residual message Stimulating thought Stimulating action Stimulating a reaction Part 1 - Leadership Skills

Intention

Receiver(s)

Who needs to hear you

Purpose

Why they need to hear you

Outcome desired

Residual message

Stimulating thought

Stimulating action

Stimulating a reaction

Communication Process (cont.) Receiver(s) analysis Intelligence Language capacity Age Experience Open minded Emotional level Logical Receiver(s) perception of sender Character Authoritativeness Emotional level Logical Part 1 - Leadership Skills

Receiver(s) analysis

Intelligence

Language capacity

Age

Experience

Open minded

Emotional level

Logical

Receiver(s) perception of sender

Character

Authoritativeness

Emotional level

Logical

Communication Process (cont.) Message composition Medium – Direct vs. indirect Verbal – Nonverbal Assumptions – Structure One side vs. two sided Implied vs. explicit Language Specific points you want to make Intended receivers – Direct or through others Part 1 - Leadership Skills

Message composition

Medium – Direct vs. indirect

Verbal – Nonverbal

Assumptions – Structure

One side vs. two sided

Implied vs. explicit

Language

Specific points you want to make

Intended receivers – Direct or through others

Communication Process (cont.) Transmission Expressed – Receiver’s frame of reference Expressed – Receiver’s understanding Consideration for receiver needs Stimulating emotion Part 1 - Leadership Skills

Transmission

Expressed – Receiver’s frame of reference

Expressed – Receiver’s understanding

Consideration for receiver needs

Stimulating emotion

Communication Process (cont.) Reception Message understood as intended Noise in the message Competing messages Receivers assumptions Residual message Feedback to sender Interaction – Verbal – Nonverbal Openness to feedback Part 1 - Leadership Skills

Reception

Message understood as intended

Noise in the message

Competing messages

Receivers assumptions

Residual message

Feedback to sender

Interaction – Verbal – Nonverbal

Openness to feedback

Effective Listeners Visibly demonstrate respect Nonverbal signals match sender’s intent Accurately interpret message Avoid being defensive Paraphrase to demonstrate understanding Part 1 - Leadership Skills

Visibly demonstrate respect

Nonverbal signals match sender’s intent

Accurately interpret message

Avoid being defensive

Paraphrase to demonstrate understanding

Assertive Behavior Stand up to sender Or avoid interpersonal conflict Aggression Attack Direct – Frank statements of one’s feelings Abilene Paradox Someone suggests the group engage in a course of action However, no one in group wants to do the activity (including the person who made the suggestion) False belief – Everyone in the group wants to do the activity No one behaves assertively and voices an honest opinion Part 1 - Leadership Skills

Stand up to sender

Or avoid interpersonal conflict

Aggression

Attack

Direct – Frank statements of one’s feelings

Abilene Paradox

Someone suggests the group engage in a course of action

However, no one in group wants to do the activity (including the person who made the suggestion)

False belief – Everyone in the group wants to do the activity

No one behaves assertively and voices an honest opinion

Assertive Behavior (cont.) “ I” statements Speak up for what you need Learn to say no Monitor your inner dialog Be persistent Part 1 - Leadership Skills

“ I” statements

Speak up for what you need

Learn to say no

Monitor your inner dialog

Be persistent

Effective Stress Management Monitor – Own and followers’ stress levels Identify what is causing the stress Practice a healthy lifestyle Learn how to relax Develop supportive relationships Keep things in perspective Part 1 - Leadership Skills

Monitor – Own and followers’ stress levels

Identify what is causing the stress

Practice a healthy lifestyle

Learn how to relax

Develop supportive relationships

Keep things in perspective

Building Technical Competence Determine How job contributes to overall mission Become expert In the job Seek opportunities Broaden experiences Part 1 - Leadership Skills

Determine

How job contributes to overall mission

Become expert

In the job

Seek opportunities

Broaden experiences

Building Effective Relationships Superiors Understanding superior’s world Adapting to superior’s style Peers Recognize common interests and goals Understand peers’ task – Problems – Rewards Adopt theory Y attitude Part 1 - Leadership Skills

Superiors

Understanding superior’s world

Adapting to superior’s style

Peers

Recognize common interests and goals

Understand peers’ task – Problems – Rewards

Adopt theory Y attitude

Credibility Two dimensions Expertise – Authoritativeness Trust – Character Expertise X Trust Part 1 - Leadership Skills

Two dimensions

Expertise – Authoritativeness

Trust – Character

Expertise X Trust

Part 2 – Leadership Skills Leadership Concepts

Creating Feedback Opportunities Don’t assume invited feedback – By open-door policy Be approachable – Sincere offer Ask for feedback Questionnaires Interesting quotes Newspaper articles Reflections on personal events Part 2 - Leadership Skills

Don’t assume invited feedback – By open-door policy

Be approachable – Sincere offer

Ask for feedback

Questionnaires

Interesting quotes

Newspaper articles

Reflections on personal events

Developmental Plan Systematic plan – Outline self-improvement goals Prioritize importance of different goals Feedback sessions with superiors Personal reading Intellectual stimulation and reflection Research – Effective leaders Communicate feelings Articulate arguments Advocate positions Persuade others Part 2 - Leadership Skills

Systematic plan – Outline self-improvement goals

Prioritize importance of different goals

Feedback sessions with superiors

Personal reading

Intellectual stimulation and reflection

Research – Effective leaders

Communicate feelings

Articulate arguments

Advocate positions

Persuade others

Listening Demonstrate nonverbally you are listening Actively interpret sender’s message Attend to the sender’s nonverbal behavior Avoid becoming defensive Part 2 - Leadership Skills

Demonstrate nonverbally you are listening

Actively interpret sender’s message

Attend to the sender’s nonverbal behavior

Avoid becoming defensive

Paraphrasing and Assuring Mutual Understanding From your point of view… It seems to me… As you see it… Do you think… What I hear you saying is… Do you mean… I’m not sure I understand what you mean; is it… You appear to be feeling… Correct me if I’m wrong, but... Part 2 - Leadership Skills

From your point of view…

It seems to me…

As you see it…

Do you think…

What I hear you saying is…

Do you mean…

I’m not sure I understand what you mean; is it…

You appear to be feeling…

Correct me if I’m wrong, but...

Assertiveness Use “I” statements Speak up for what you need Learn to say no Monitor your inner dialogue Be persistent Part 2 - Leadership Skills

Use “I” statements

Speak up for what you need

Learn to say no

Monitor your inner dialogue

Be persistent

Assertiveness Questionnaire Do you let someone know when you think he or she is being unfair to you? Can you criticize someone else’s ideas openly? Are you able to speak up in a meeting? Can you ask others for small favors or help? Is it easy for you to compliment others? Can you tell someone else you don’t like what he or she is doing? When you are complimented, do you really accept the compliment without inwardly discounting it in you own mind? Can you look others in the eye when you talk to them? Part 2 - Leadership Skills

Do you let someone know when you think he or she is being unfair to you?

Can you criticize someone else’s ideas openly?

Are you able to speak up in a meeting?

Can you ask others for small favors or help?

Is it easy for you to compliment others?

Can you tell someone else you don’t like what he or she is doing?

When you are complimented, do you really accept the compliment without inwardly discounting it in you own mind?

Can you look others in the eye when you talk to them?

Stress Symptoms Questionnaire Are you behaving “unlike” yourself? Has you mood become negative, hostile, or depressed? Do you have difficulty sleeping? Are you defensive or touchy? Are your relationships suffering? Have you made more mistakes or bad decisions lately? Have you lost interest in normally enjoyable activities? Are you using alcohol or other drugs? Do you seem to have little energy? Do you worry a lot? Are you nervous much of the time? Have you been undereating or overeating? Have you had an increase in headaches or back pains? Part 2 - Leadership Skills

Are you behaving “unlike” yourself?

Has you mood become negative, hostile, or depressed?

Do you have difficulty sleeping?

Are you defensive or touchy?

Are your relationships suffering?

Have you made more mistakes or bad decisions lately?

Have you lost interest in normally enjoyable activities?

Are you using alcohol or other drugs?

Do you seem to have little energy?

Do you worry a lot?

Are you nervous much of the time?

Have you been undereating or overeating?

Have you had an increase in headaches or back pains?

Sample Leadership Credos As a leader I… Believe in the concept of whole persons and will seek to use the full range of talents and abilities of colleagues whenever possible Will seek to keep people fully informed Will more consistently express appreciation to others for a job well done Will take risks in challenging policies or protocol when they do not permit us to effectively serve our customers Will selectively choose battles to fight – rather than trying to fight all of the possible battles Will actively support those providing the most effective direction for our company Will seek to change the things I can in a positive direction and accept those things I have no chance or opportunity to change Part 2 - Leadership Skills

As a leader I…

Believe in the concept of whole persons and will seek to use the full range of talents and abilities of colleagues whenever possible

Will seek to keep people fully informed

Will more consistently express appreciation to others for a job well done

Will take risks in challenging policies or protocol when they do not permit us to effectively serve our customers

Will selectively choose battles to fight – rather than trying to fight all of the possible battles

Will actively support those providing the most effective direction for our company

Will seek to change the things I can in a positive direction and accept those things I have no chance or opportunity to change

Part 3 – Leadership Skills Leadership Concepts

Providing Constructive Feedback Make it helpful Be specific Be descriptive Be timely Be flexible Give positive as well as negative feedback Avoid blame or embarrassment Part 3 - Leadership Skills

Make it helpful

Be specific

Be descriptive

Be timely

Be flexible

Give positive as well as negative feedback

Avoid blame or embarrassment

Punishment Undesirable emotional side effects of punishment Might occur only when punishment was administered indiscriminately or was particularly harsh Costs of failing to punish a potentially harmful behavior Punishment only temporarily suppresses behavior Part 3 - Leadership Skills

Undesirable emotional side effects of punishment

Might occur only when punishment was administered indiscriminately or was particularly harsh

Costs of failing to punish a potentially harmful behavior

Punishment only temporarily suppresses behavior

Punishment, Satisfaction, and Performance Research Leaders who administer punishment on a contingent basis – Also administered rewards on a contingent basis Punishment Clarify roles and expectations Reduce role ambiguity Generally been found to reduce absenteeism and tardiness rates Contingent punishment Either was unrelated to followers’ satisfaction with their supervisor ratings or had a low positive relationship Judicious and appropriate use of punishment by leaders – May result in somewhat higher satisfaction Performance appears mixed Part 3 - Leadership Skills

Leaders who administer punishment on a contingent basis – Also administered rewards on a contingent basis

Punishment

Clarify roles and expectations

Reduce role ambiguity

Generally been found to reduce absenteeism and tardiness rates

Contingent punishment

Either was unrelated to followers’ satisfaction with their supervisor ratings or had a low positive relationship

Judicious and appropriate use of punishment by leaders – May result in somewhat higher satisfaction

Performance appears mixed

Schnake’s Experiment Hired college students for a temporary job After several hours at work Publicly reduced the pay or threatened to reduce the pay of a confederate in the work group The more severe the punishment witnessed (either the threat of reduced pay or the reduction of pay), the higher the subsequent performance of other work-group members Coaches who punished more often had less-successful teams Part 3 - Leadership Skills

Hired college students for a temporary job

After several hours at work

Publicly reduced the pay or threatened to reduce the pay of a confederate in the work group

The more severe the punishment witnessed (either the threat of reduced pay or the reduction of pay), the higher the subsequent performance of other work-group members

Coaches who punished more often had less-successful teams

Punishment Research Low performance led to higher levels of punishment Inexperienced leaders administered almost twice as much punishment Punishment – Can lead to positive organizational outcomes May help increase job satisfaction May decrease role ambiguity and absenteeism rates Part 3 - Leadership Skills

Low performance led to higher levels of punishment

Inexperienced leaders administered almost twice as much punishment

Punishment – Can lead to positive organizational outcomes

May help increase job satisfaction

May decrease role ambiguity and absenteeism rates

Administering Punishment Research Leaders making internal attributions Were more likely to administer punishment Leaders making external attributions Were more likely to blame the substandard performance on situational factors Leaders Biased toward making internal attributions Establish clearly specified organizational policies and procedures Provide followers with guidance about how to improve Part 3 - Leadership Skills

Leaders making internal attributions

Were more likely to administer punishment

Leaders making external attributions

Were more likely to blame the substandard performance on situational factors

Leaders

Biased toward making internal attributions

Establish clearly specified organizational policies and procedures

Provide followers with guidance about how to improve

Delegating Research Leaders who delegate authority more frequently Often have higher-performance Leaders who delegated skillfully Had more satisfied followers Part 3 - Leadership Skills

Leaders who delegate authority more frequently

Often have higher-performance

Leaders who delegated skillfully

Had more satisfied followers

Why Delegating Is Important Frees time for other activities Develops followers Strengthens the organization Part 3 - Leadership Skills

Frees time for other activities

Develops followers

Strengthens the organization

Common Reasons for Avoiding Delegation Takes too much time Risky Job will not be done as well Task is a desirable one Others are already too busy Part 3 - Leadership Skills

Takes too much time

Risky

Job will not be done as well

Task is a desirable one

Others are already too busy

Principles of Effective Delegation Decide what to delegate Who to delegate to Assignment clear and specific Assign an objective – Not a procedure Allow autonomy – But monitor performance Part 3 - Leadership Skills

Decide what to delegate

Who to delegate to

Assignment clear and specific

Assign an objective – Not a procedure

Allow autonomy – But monitor performance

Points to Cover When Delegating a Task How task relates to organizational goals When subordinate’s responsibility begins How task has been accomplished in the past What problems were encountered in the past Sources of help available Unusual situations that might arise in the future Limits of the subordinate’s authority How leader will monitor the task Part 3 - Leadership Skills

How task relates to organizational goals

When subordinate’s responsibility begins

How task has been accomplished in the past

What problems were encountered in the past

Sources of help available

Unusual situations that might arise in the future

Limits of the subordinate’s authority

How leader will monitor the task

Team Building Awareness raising Diagnostic – Instrument-based feedback Experiential exercises Part 3 - Leadership Skills

Awareness raising

Diagnostic – Instrument-based feedback

Experiential exercises

Building High Performance Teams: The Rocket Model Mission Talent Norms Buy-in Power Morale Results Part 3 - Leadership Skills

Mission

Talent

Norms

Buy-in

Power

Morale

Results

Development Planning Conduct GAPS analysis Identify and prioritize development needs Build a development plan Reflect on learnings – Modify development plans Transfer learnings to new environments Part 3 - Leadership Skills

Conduct GAPS analysis

Identify and prioritize development needs

Build a development plan

Reflect on learnings – Modify development plans

Transfer learnings to new environments

Conducting a GAPS Analysis Step 1: Goals Step 2: Abilities Step 3: Perceptions Step 4: Standards Part 3 - Leadership Skills

Step 1: Goals

Step 2: Abilities

Step 3: Perceptions

Step 4: Standards

Identifying and Prioritizing Development Needs: Gaps of GAPS Step 1: Career and development objectives Step 2: Criteria for success Step 3: Action steps Step 4: Whom to involve and reassess dates Step 5: Stretch assignments Step 6: Resources Step 7: Reflect with a partner Part 3 - Leadership Skills

Step 1: Career and development objectives

Step 2: Criteria for success

Step 3: Action steps

Step 4: Whom to involve and reassess dates

Step 5: Stretch assignments

Step 6: Resources

Step 7: Reflect with a partner

Coaching Forge a partnership Inspiring commitment – Conduct GAPS Analysis Growing skills – Create development and coaching plans Promote persistence – Help followers stick to plans Transfer skills – Create learning environment Part 3 - Leadership Skills

Forge a partnership

Inspiring commitment – Conduct GAPS Analysis

Growing skills – Create development and coaching plans

Promote persistence – Help followers stick to plans

Transfer skills – Create learning environment

Empowerment Delegate leadership and decision making Down to the lowest level possible Top-down – Delegation and accountability Bottom-up approach Focuses on intelligent risk taking – Growth – Change – Trust – Ownership Equip followers with Resources Knowledge Skills necessary to make good decisions Part 3 - Leadership Skills

Delegate leadership and decision making

Down to the lowest level possible

Top-down – Delegation and accountability

Bottom-up approach

Focuses on intelligent risk taking – Growth – Change – Trust – Ownership

Equip followers with

Resources

Knowledge

Skills necessary to make good decisions

Psychological Components of Empowerment People can tolerate high levels of stress When they have a high level of control Empowered associates Have a sense of self-determination Make choices about what they do Strong sense of meaning Believe what they do is important Have a high level of competence Empowered employees have an impact on others Have latitude to make decisions Comfortable making decisions Part 3 - Leadership Skills

People can tolerate high levels of stress

When they have a high level of control

Empowered associates

Have a sense of self-determination

Make choices about what they do

Strong sense of meaning

Believe what they do is important

Have a high level of competence

Empowered employees have an impact on others

Have latitude to make decisions

Comfortable making decisions

Unempowered Employees Work and decisions are determined by others Not sure if what they do is important Low competence Low influence Part 3 - Leadership Skills

Work and decisions are determined by others

Not sure if what they do is important

Low competence

Low influence

Best Practices of Empowerment Is empowerment necessary? Create clear vision – Goals – Accountabilities Develop others Delegate decision making to followers Lead by example Empowerment must be systematic to be successful Part 3 - Leadership Skills

Is empowerment necessary?

Create clear vision – Goals – Accountabilities

Develop others

Delegate decision making to followers

Lead by example

Empowerment must be systematic to be successful

Part 4 – Leadership Skills Leadership Concepts

Leadership Skills Set goals Conduct meetings Manage conflict Negotiation Problem solving Improve creativity Diagnose performance problems Team building Part 4 - Leadership Skills

Set goals

Conduct meetings

Manage conflict

Negotiation

Problem solving

Improve creativity

Diagnose performance problems

Team building

Setting Goals Specific and observable Attainable – But challenging Requires commitment Requires feedback Part 4 - Leadership Skills

Specific and observable

Attainable – But challenging

Requires commitment

Requires feedback

Conducting Meetings Determine whether it is necessary List objectives Stick to agenda Provide pertinent materials in advance Make it convenient Encourage participation Keep a record Part 4 - Leadership Skills

Determine whether it is necessary

List objectives

Stick to agenda

Provide pertinent materials in advance

Make it convenient

Encourage participation

Keep a record

Managing Conflict What is conflict? Is conflict always bad? Conflict resolution strategies Part 4 - Leadership Skills

What is conflict?

Is conflict always bad?

Conflict resolution strategies

Possible Positive Effects of Conflict Increased efforts Feelings get aired Better understanding of others Impetus for change Better decision making Key issues surface Critical thinking stimulated Part 4 - Leadership Skills

Increased efforts

Feelings get aired

Better understanding of others

Impetus for change

Better decision making

Key issues surface

Critical thinking stimulated

Possible Negative Effects of Conflict Reduced productivity Decreased communication Negative feelings Stress Poorer decision making Decreased cooperation Political backstabbing Part 4 - Leadership Skills

Reduced productivity

Decreased communication

Negative feelings

Stress

Poorer decision making

Decreased cooperation

Political backstabbing

Conflict Resolution Strategies Competition Win-Lose Accommodation Giving in Sharing Compromise Collaboration Problem-solving Avoidance Withdrawal or neglect Part 4 - Leadership Skills

Competition

Win-Lose

Accommodation

Giving in

Sharing

Compromise

Collaboration

Problem-solving

Avoidance

Withdrawal or neglect

Negotiation Prepare for the negotiation Separate the people from the problem Focus on interests – Not positions Part 4 - Leadership Skills

Prepare for the negotiation

Separate the people from the problem

Focus on interests – Not positions

Problem Solving Identify problems – Opportunities for improvement Analyze causes Develop alternative solutions Implement best solution Assess impact of solution Part 4 - Leadership Skills

Identify problems – Opportunities for improvement

Analyze causes

Develop alternative solutions

Implement best solution

Assess impact of solution

Improving Creativity See things in new ways Use power constructively Form diverse problem-solving groups Part 4 - Leadership Skills

See things in new ways

Use power constructively

Form diverse problem-solving groups

Diagnosing Performance Problems in Individuals, Groups, and Organizations Expectations Capabilities Opportunities Motivation Part 4 - Leadership Skills

Expectations

Capabilities

Opportunities

Motivation

Managing Creative People Open to information – New experiences Have high energy – Personally assertive React emotionally to events Impulsive More interested in music and art than in hunting and sports Motivated to prove themselves Independent Impractical Unconcerned with money Idealistic Nonconforming Part 4 - Leadership Skills

Open to information – New experiences

Have high energy – Personally assertive

React emotionally to events

Impulsive

More interested in music and art than in hunting and sports

Motivated to prove themselves

Independent

Impractical

Unconcerned with money

Idealistic

Nonconforming

Managing Creativity Strategies Set goals Provide adequate resources Reduce time pressures Consider nonmonetary as well as monetary rewards Recognize that creativity is evolutionary not revolutionary Part 4 - Leadership Skills

Set goals

Provide adequate resources

Reduce time pressures

Consider nonmonetary as well as monetary rewards

Recognize that creativity is evolutionary not revolutionary

Executive Teams Challenges – Often do not really require teamwork at all Challenges – Do not warrant full involvement by everyone who is officially on the executive team Rarely function as a collective whole involving all the formal members Diagnostic skills to discern whether the challenge presenting itself involves an individual situation or a team situation “ Stay the course” when a team situation is present Part 4 - Leadership Skills

Challenges – Often do not really require teamwork at all

Challenges – Do not warrant full involvement by everyone who is officially on the executive team

Rarely function as a collective whole involving all the formal members

Diagnostic skills to discern whether the challenge presenting itself involves an individual situation or a team situation

“ Stay the course” when a team situation is present