Ch14
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The document discusses several topics related to leadership, including authentic leadership, which involves owning one's experiences and acting in accordance with one's values and beliefs. Leader traits like self-efficacy, optimism, hope and resilience can influence followers. Spiritual leadership focuses on intrinsic motivation through calling and membership. Servant leadership prioritizes serving others and communities. Shared leadership involves dynamic influence within teams. The GLOBE study identified culturally endorsed leadership styles and dimensions of effectiveness across cultures. Contexts for leadership include stability, crisis, dynamic equilibrium and transition zones. Planned change involves specific efforts led by change agents to address performance gaps. Approaches to dealing with resistance to change include education, participation, facilitation, negotiation, manipulation and
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Ch14
- 2. What is moral leadership? What is shared leadership? How do you lead across cultures? How do you lead organizational change? Copyright © 2012 John Wiley & Sons, Inc. 14-2
- 3. Authentic leadership Involves both owning one’s personal experiences values, thoughts, emotions, and beliefs, AND acting in accordance with one’s true self expressing what you really think and believe and acting accordingly. 14-3Copyright © 2012 John Wiley & Sons, Inc.
- 4. Leader’s positive personality traits can influence followers. Self-efficacy An individual’s belief about the likelihood of successfully completing a specific task. Optimism The expectation of positive outcomes. 14-4Copyright © 2012 John Wiley & Sons, Inc.
- 5. Hope The tendency to look for alternative pathways to reach a desired goal. Resilience The ability to bounce back from failure and keep forging ahead. 14-5Copyright © 2012 John Wiley & Sons, Inc.
- 6. Spiritual Leadership Includes values, attitudes, and behaviors, required to intrinsically motivate the leader and others to have a sense of spiritual survival through calling and membership. A causal leadership approach for organizational transformation, designed to create an intrinsically motivated, learning organization. 14-6Copyright © 2012 John Wiley & Sons, Inc.
- 7. Servant leadership Based on the premise that a primary purpose of business should be to create a positive impact on the organization’s employees as well as the community. Best demonstrated by those with a vision and a desire to serve others first rather than by those seeking leadership roles. 14-7Copyright © 2012 John Wiley & Sons, Inc.
- 8. “It begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead….” - John Greenleaf ( View an interesting blog on the emergent leadership philosophy of Servant-Leadership ) 14-8Copyright © 2012 John Wiley & Sons, Inc.
- 9. How strong are your leadership values? Take a quick survey based on Mick Yates’ 4E’s Leadership Framework, and receive immediate feedback results. 14-9Copyright © 2012 John Wiley & Sons, Inc.
- 10. Transformational Leadership Emphasizes values, vision, and intellectual stimulation. 14-10Copyright © 2012 John Wiley & Sons, Inc.
- 11. 14-11Copyright © 2012 John Wiley & Sons, Inc.
- 12. Shared leadership A dynamic, interactive influence process through which individuals in teams lead one another. Evidenced in self-directed work teams when shared and vertical leadership is used in work settings. 14-12Copyright © 2012 John Wiley & Sons, Inc.
- 13. Necessary conditions for successful team performance: Efficient, goal-directed effort. Adequate resources. Competent, motivated performance. A productive, supportive climate. Commitment to continuous improvement and adaptation. 14-13Copyright © 2012 John Wiley & Sons, Inc.
- 14. Self-Leadership Activities A individual’s portfolio of self-influence strategies that positively influence individual behavior, and thought processes. Behavior-focusedBehavior-focused (self observation, goal setting) Self-rewards (reinforcing attainment of goals) Constructive-thought-pattern (self analysis, positive self-talk, mental imagery of tasks to accomplish). 14-14Copyright © 2012 John Wiley & Sons, Inc.
- 15. GLOBE (Global Leadership and Organizational Behavior Effectiveness Research Program) Comprehensive, cross-cultural research study found that attributes and entities of different cultures can predict the most effective organizational practices, leader attributes and behaviors that are most effective in that culture. 14-15Copyright © 2012 John Wiley & Sons, Inc.
- 16. 14-16Copyright © 2012 John Wiley & Sons, Inc.
- 17. Charismatic/value based Team-oriented Participative Humane-oriented Autonomous Self-protective GLOBE Leadership Dimensions 14-17Copyright © 2012 John Wiley & Sons, Inc.
- 18. Assertiveness Future orientation Gender egalitarianism Uncertainty avoidance Power distance Institutional collectivism In-group collectivism Performance orientation Humane orientation Cultural Dimensions Associated with Leader’s Effectiveness 14-18Copyright © 2012 John Wiley & Sons, Inc.
- 19. Key applications of GLOBE Dimensions of effective leadership must be matched with the culturally ‘endorsed’ leadership style. Terms such as Integrity and team-oriented are important desirable leadership dimensions across most cultures. 14-19Copyright © 2012 John Wiley & Sons, Inc.
- 20. Change leadership Deals with the idea that an organization must master the challenges of change while creating a satisfying, healthy, and effective workplace for its employees. 14-20Copyright © 2012 John Wiley & Sons, Inc.
- 21. Context Collection of opportunities and constraints that affect the occurrence and meaning of behavior as well as the relationships among variables. 12- 21Copyright © 2012 John Wiley & Sons, Inc.
- 22. Contexts for Leadership Action Stability Crisis Sudden threats to high priority goals require action with little or no response time. Dynamic Equilibrium Programmed change efforts shift with priorities. Near the Edge of Chaos Transition zone poised between order and chaos. 14-22Copyright © 2012 John Wiley & Sons, Inc.
- 23. 14-23Copyright © 2012 John Wiley & Sons, Inc.
- 24. Patterning of attention Involves isolating and communicating important information from a potentially endless stream of events, actions and outcomes. 14-24Copyright © 2012 John Wiley & Sons, Inc.
- 25. Transformational change Radically shifts the fundamental character of an organization. Incremental change Builds on the existing ways of operating, to enhance or extend them in new directions. 14-25Copyright © 2012 John Wiley & Sons, Inc.
- 26. Unplanned change Can occur spontaneously or randomly. Planned change The result of specific efforts led by change agent. Performance gap Represents problems to be solved or opportunities to be explored. 14-26Copyright © 2012 John Wiley & Sons, Inc.
- 27. 14-27Copyright © 2012 John Wiley & Sons, Inc.
- 28. Power change strategies Utilized to mobilize power, exert influence over others, and get people to support planned change efforts. 14-28Copyright © 2012 John Wiley & Sons, Inc.
- 29. Force-coercion strategy Uses authority, rewards, or punishments as primary inducements to change. 14-29Copyright © 2012 John Wiley & Sons, Inc.
- 30. Rational persuasion strategy Attempt to bring about change through the use of special knowledge, empirical support, or rational arguments. 14-30Copyright © 2012 John Wiley & Sons, Inc.
- 31. Shared-power strategy Actively involves the people who will be affected by a change in planning and making key decisions relating to this change. 14-31Copyright © 2012 John Wiley & Sons, Inc.
- 32. Resistance to change Any attitude or behavior that indicates unwillingness to make or support a desired alteration. 14-32Copyright © 2012 John Wiley & Sons, Inc.
- 33. What People resist about change Resistance to the change itself. Resistance to the change strategy. Resistance to the change agent. 14-33Copyright © 2012 John Wiley & Sons, Inc.
- 34. Approaches to dealing with resistance Education and communication Participation and involvement Facilitation and support Negotiation and agreement Manipulation and cooptation Explicit and implicit coercion 12- 34Copyright © 2012 John Wiley & Sons, Inc.
- 35. 12- 35Copyright © 2012 John Wiley & Sons, Inc.
Editor's Notes
- Those high in authenticity are thought to have optimal self-esteem, or genuine, true, stable, and congruent self-esteem, as opposed to fragile self-esteem based on outside responses. Leaders who desire authentic leadership should have genuine relationships with followers and associates and display transparency, openness, and trust.
- An increase in any one of the following traits (self-efficacy, optimism, hope and resilience) is seen as increasing the others. These are important traits for a leader to demonstrate and are believed to positively influence his or her followers.
- The leader and followers experience meaning in their lives, believe they make a difference, and feel understood and appreciated. Such a sense of leader and follower survival tends to create value congruence across the strategic, empowered team and at the individual level; it ultimately encourages higher levels of organizational commitment, productivity, and employee well-being.
- Initially introduced by John Greenleaf in 1970. The servant leader is attuned to basic spiritual values and, in serving these, assists others including colleagues, the organization, and society. Viewed in this way servant leadership is not a unique example of leadership but rather a special kind of service. The servant leader helps others discover their inner spirit, earns and keeps the trust of their followers, exhibits effective listening skills, and places the importance of assisting others over self-interest.
- Figure 14.2 The figure summarizes the similarities and differences among ethical, authentic, spiritual, and transformational leadership. A key similarity cutting across all these dimensions is role modeling. Altruism, or concern for others, and integrity are also important similarities. Leaders influence others by appealing to transcendent values. In terms of differences, authentic leaders stress authenticity and self-awareness and tend to be more transactional than do the other leaders. Ethical leaders emphasize moral concerns, while spiritual leaders stress visioning, hope, and faith, as well as work as a vocation.
- The key distinction between shared leadership and traditional models of leadership is that the influence process involves more than just downward influence on subordinates by an appointed or elective leader. Rather, leadership is broadly distributed among a set of individuals instead of centralized in the hands of a single individual who acts in the role of a superior.
- Behavior-focused strategies tend to increase self-awareness, leading to the handling of behaviors involving necessary but not always pleasant tasks. Self-rewards can be quite useful in moving behaviors toward goal attainment. Constructive thought patterns focus on the creation or alteration of cognitive thought processes.
- The GLOBE (Global Leadership and Organizational Behavior Effectiveness Research Program) is an ambitious program that involves about 17,000 managers from 951 organizations functioning in 62 nations throughout the world, 140 or so country co-investigators, as a coordinating team and a number of research associates.
- Figure 14.3 The figure summarizes a variety of leadership assumptions are evident in the Globe theoretical model.
- In many respects the GLOBE perspective on leadership highlights the difficulty in prescribing exactly what a leader should do in our increasingly global economy. As your career progresses and you become more engaged in cross cultural leadership, it will be important for you to go beyond a universalist view to study cultural expectations. Each culture is unique, and the pattern of cultural expectations for leaders is also unique.
- For over a decade firms have dealt with a “new economy [that] has ushered in great business opportunities—and great turmoil.” The terms turmoil and turbulence are particularly salient in the current economic environment. In addition to the traditional challenges, the forces of globalization provide a number of problems and opportunities, and the new economy is constantly springing surprises on even the most experienced organizational executives. Flexibility, competence, and commitment are the rules of the day. People in the new workplace must be comfortable dealing with adaptation and continuous change, along with greater productivity, willingness to learn from the successes of others, total quality, and continuous improvement.
- For many managers the current recession is such a crisis and calls for dramatic action and active leadership where charismatic and transformational leadership can be particularly important. Although the situation appears dire, leaders are aware of factors contributing to the crisis and can develop action plans to try and weather the storm. While globally operating high-tech firms are classic examples of those at the edge of chaos, more conventional analyses of today’s corporations have suggested that many firms are moving toward the edge of chaos. Why? By moving forward with a balance of exploration, and exploitation, they find superior performance. Poised near the edge of chaos, firms stress innovation, responsiveness, and adaptability over routine efficiency.
- Figure 14.5 Four situational contexts, the desired leadership, and how to measure success.
- The term patterning is used to stress the establishment of a norm where the leader is expected to ask questions, raise issues, and help gather information for unit members. The leader is not telling others what the goal is or how to reach it. Nor is the leader stressing an ideology or a moral position. The leader is merely stimulating discussion among others in the setting. This discussion, in turn, produces new knowledge and information as individuals develop coping strategies.
- Organizations experiencing transformational change undergo significant shifts in basic characteristics, including the overall purpose/mission, underlying values and beliefs, and supporting strategies and structures. In today’s business environments, transformational changes are often initiated by a critical event, such as a new CEO, a new ownership brought about by merger or takeover, or a dramatic failure in operating results. Typical incremental changes include the introduction of new products, technologies, systems, and processes. Although the nature of the organization remains relatively the same, incremental change builds on the existing ways of operating to enhance or extend them in new directions. The capability of improving continuously through incremental change is an important asset in today’s demanding business environment.
- Most planned changes are efforts intended to deal with performance gaps in ways that benefit an organization and its members.
- Figure 14.6 In the figure, targets include organizational purpose, strategy, structure, and people, as well as objectives, culture, tasks, and technology. When considering these targets, it must be recognized that they are highly intertwined in the workplace. Changes in any one are likely to require or involve changes in others.
- Force–coercion, rational persuasion, and shared power are three strategies used for planned change.
- The leader acts unilaterally to “command” change through the formal authority of his or her position, to induce change via an offer of special rewards, or to bring about change through threats of punishment. People respond to this strategy mainly out of the fear of being punished if they do not comply with a change directive or out of the desire to gain a reward if they do. Coercion compliance is usually temporary and continues only as long as the leader is present.
- This strategy assumes that rational people will be guided by reason and self-interest in deciding whether or not to support a change. Expert power is mobilized to convince others that the change will leave them better off than before.
- Sometimes called a normative-reeducative approach, this strategy tries to develop directions and support for change through involvement and empowerment. It builds essential foundations, such as personal values, group norms, and shared goals, so that support for a proposed change emerges naturally.
- It is helpful to view resistance to change as feedback that the change agent can use to facilitate gaining change objectives. The essence of this constructive approach to resistance is to recognize that when people resist change, they are defending something important that appears to be threatened by the change attempt.
- • Benefit—The change should have a clear relative advantage for the people being asked to change; it should be perceived as “a better way.” • Compatibility—The change should be as compatible as possible with the existing values and experiences of the people being asked to change. • Complexity—The change should be no more complex than necessary; it must be as easy as possible for people to understand and use. • Triability—The change should be something that people can try on a step-by-step basis and make adjustments as things progress.
- Regardless of the chosen strategy, it is always best to remember that the presence of resistance typically suggests that something can be done to achieve a better fit among the change, the situation, and the people affected. A good leader deals with resistance to change by listening to feedback and acting accordingly.
- Figure 14.8 Methods for dealing with resistance to change.