Essay (Please read instructions carefully) Study guide attached

MSL 6000, Psychological Foundations of Leadership 1

Course Learning Outcomes for Unit VI Upon completion of this unit, students should be able to:

2. Assess influence tactics used by leaders. 2.1 Analyze servant leadership traits. 2.2 Determine how leadership skills can influence others and improve employee performance.

Course/Unit Learning Outcomes

Learning Activity

2.1

Unit Lesson Chapter 5 Chapter 6 Unit VI Essay

2.2

Unit Lesson Chapter 5 Chapter 6 Unit VI Essay

Reading Assignment In addition to a physical copy of the textbook, each unit contains the eTextbook version of the assigned reading chapters. If preferred, click on Unit VI in the course navigation menu to access the online version of the assigned chapters. Chapter 5: Leadership Mind and Emotion, pp. 135–158 Chapter 6: Courage and Moral Leadership, pp. 167–187

Unit Lesson Leaders have a myriad of tactics they can use to influence their followers. Some of these are more emotional or mental methods that they use to affect the behavior of their followers; others are more process-focused, which is a more systematic approach to motivation. Leaders will find that, in some situations, one method works better than the other, and, at other times, they may find themselves leading with both their head and their heart. Effective leaders will balance their use of hard tactics, such as issuing direct orders with softer, more collaborative directions. It can be challenging to determine which combination of methods will be most effective when trying to persuade followers to complete an objective or comply with a request. This unit covers the personal side of leadership and the different tactics leaders use to influence their followers. Emotional intelligence (EQ), ethical leadership, moral development, and servant leadership are just a few of the leadership behaviors that will be covered. In order for leaders to influence their followers and give them a sense of meaning and purpose, they must be comfortable utilizing both emotional and rational leadership methods. Leaders are affected by the same internal and external factors that affect businesses. For example, a company’s mission, communication, organizational culture, structure, the economy, and social and political factors will have an effect on not only the business but also on those who are in a leadership position with the organization. Leaders should be mindful of changes in the internal and external environment and be alert to how these changes affect their

UNIT VI STUDY GUIDE

Influence Tactics Used by Leaders

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followers and their ability to lead. Leaders need to be open and receptive to change as it occurs. Daft (2018) shares four key areas relevant to expanding and developing a leader’s mind:

Some leaders and researchers have suggested that “emotion, more than cognitive ability, drives our thinking and decision making” (Daft, 2018, p. 146). Leaders must understand that individuals have both positive and negative emotions, each affecting the organization as well as the leader’s behavior. Emotional intelligence (EQ) describes “A person’s abilities to perceive, identify, understand, and successfully manage emotions in self and others” (Daft, 2018, p. 146). The components of EQ are listed below.

 Self-awareness: understanding how your emotions affect others

 Self-management: the ability to control one’s own emotions

 Social awareness: an understanding of others

 Relationship management: an understanding of how to connect and build healthy relationships with others

Leaders use EQ as a means of motivation, growth, development, and expanding their own minds and hearts through repetition and conscious usage. EQ is a vital trait in today’s leaders as they try to examine not only the business situations but also the emotions of their followers. Leaders who can accurately read their follower’s strengths and weaknesses will have a better chance at gaining emotional insights into what drives and motivates their followers to act. Anger, sadness, relief, love, enjoyment, and even envy are all emotions that a leader will have to contend with while leading people. Leaders must find a way to balance an emotional connection with their followers while not allowing emotions to negatively affect their work. Every day, leaders juggle multiple roles and are responsible for the ethical climate in their organization. With the competitive pressures that leaders face, there is a constant flow of potential stumbling blocks that could affect their ability to meet both short and long term goals. This type of climate often leads to intense scrutiny and sometimes, even corruption as leaders feel the pressure to meet deadlines and objectives. It is important to note that the leader’s ethical behavior is the primary driver that sets the tone for the organization. Employees will likely follow the behavior exhibited by their leader, making it imperative that the leader is mindful of his or her actions. In addition to being ethical, leaders should act like moral leaders. Organizations should not assume their sole goal is to make a profit; instead, there should be some focus on serving the general welfare of employees and customers. Most organizations have a code of ethics that employees are expected to uphold. Whether or not your organization has a code of ethics, here are a few behavioral traits that leaders can follow to build a moral leadership environment:

• Interpreting and analyzing events as they occur without relying on predefined rules

Independent Thinking

• Keeping an open mind and looking at each situation from multiple perspectives

Open- Mindedness

• Seeing the big picture and the end results (not just the individual events)

Systems Thinking

• Being committed to the truth and reality while focusing on the desired end results

Personal Mastery

Developing a leader’s mind (Daft, 2018)

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Moral leadership distinguishes “right from wrong and doing right, seeking the just, the honest, the good, and the right conduct in achieving goals and fulfilling purpose” (Daft, 2018, p. 174). Individuals and leaders typically know right from wrong, but how does one act upon their choice of acknowledgement? One answer to this question is the level of moral development. There are three levels of personal moral development: preconventional, conventional, and postconventional. At the preconventional level, “individuals are egocentric and concerned with receiving external rewards and avoiding punishments” (Daft, 2018, p. 175). At the conventional level, “people learn to conform to the expectations of good behavior as defined by colleagues, family, friends, and society” (Daft, 2018, p. 175). Most leaders operate at this level. At the postconventional level, often referred to as the principled level, “leaders are guided by an internalized set of principles universally recognized as just and right” (Daft, 2018, p. 176). Individuals will often disobey rules and violate principles at this level. Regardless of the level, individuals typically want leaders that are honest, that are trustworthy, and that demonstrate the importance of serving others, serving society, and providing stewardship. Leaders are providing stewardship any time they are actively working to forward the interest of their followers or the organization for which they work. Stewardship focuses on promoting well-being and focusing on generating a positive, happy work environment. The act of stewardship by leaders in an organization can help ensure the employees are effective, are productive, and have a sense of contentment. The four principles that provide the framework for stewardship, as outlined by Daft (2018), are listed below:

Distinguish right from wrong.

Make sure your actions show honesty, fairness, and dignity.

Do not tolerate ethical violations.

Be humble.

Focus on the greater good.

Take responsibility and be accountable.

Encourage, support, and serve others.

Keep commitments, and lead by example.

How to act like a moral leader (Daft, 2018)

Level 1: Preconventional

Level 2: Conventional

Level 3: Postconventional

Levels of personal moral development (Daft, 2018)

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1. A partnership mindset. The focus is on the joint responsibility of followers and leaders. 2. Assign decision-making power and the authority. Those closest to the work and the customers are all

focused on completing the work and having authority to do so. 3. Rewards are tied to contributions. Formal positions are not as important as the actual contributions of

individuals. Everyone is focused on the end results, regardless of the process it took to get there. 4. Teams build the organization. The focus is on the employees as part of a team, not just one person.

Core work teams create the goals and focus of the organization (p. 178). Servant leadership takes things one step further: “Servant leaders transcend self-interest to serve the needs of others, help others grow and develop, and provide opportunity for others to gain materially and emotionally” (Daft, 2015, p. 178). Servant leaders are selfless and place the needs of the team and organization above their own personal interests. This involves placing an importance on service, listening to others, being trustworthy, and helping others become whole. According to Daft (2018), “the servant leader’s top priority is service to employees, customers, shareholders, and the general public” (p. 179). Examples of some of the most famous servant leaders include Martin Luther King, Jr., Nelson Mandela, Mother Theresa, and Brittany Merrill Underwood (the CEO of Akola Jewelry). Servant leadership is not really a leadership style but a lifestyle. Servant leaders focus on other people’s needs and not on their own feelings; this transcends their professional and their personal lives. Servant leaders embrace the opinions of others and create a culture of trust. These leaders want to teach others to lead and aim to provide opportunities for their followers to grow as people and as professionals. Review the Leader’s Self-Insight 6.2 in your textbook to determine your servant leadership orientation. This information will assist you as you prepare your unit assignment this week. As you evaluate your servant leadership skills, think about your ability to listen to what others have to say and empathize with their situation. Consider your general awareness of your own behavior and your ability to persuade others. Servant leaders typically look at problems from a conceptual standpoint and have the foresight to understand how past behavior can influence future activities. The following are a list of some of the four basic concepts of servant leadership presented in the Greenleaf model in your text.

 Service over self-interest: Servant leaders focus on service and the overall needs of the company and its employees over their own self-interest.

 Listen actively and authentically: Servant leaders listen attentively, reiterating what the other person is saying and feeling, confirming that what was heard was understood correctly.

 Seen as honest and trustworthy: Servant leaders build trust in others by being honest and delivering

on their promises. In other words, they need to walk the walk—not just talk the talk.

 Create a positive impact in the world: Servant leaders care about their followers and focus on stewardship and supporting and nurturing the uniqueness and potential in every follower (Daft, 2018).

Reflection is a powerful tool. We can often reflect back on a situation or process and take the time to evaluate the level of success of the outcome. Most times, leaders do not have the luxury of reflection. They have to think on their feet and make a decision or use a tactic that might not be fully studied or evaluated. Sometimes, the decision has a positive outcome. Other times, it might not work out as expected. We all can reflect back on some of the most successful leaders who used a tactic that was not successful for them in a specific situation. The demands on both leaders and followers are constantly changing. Leaders are the face of an organization, and their behavior is influenced by and affects the overall focus of an organization. Leaders who operate as moral and ethical stewards for their companies can build an ethical organization. Sometimes, the objectives of the organization and the leader are at cross-purposes, and it takes courage along with mental and moral strength of a leader to balance the two. As you study the content for this unit, think about what governs your choices and your level of moral development. Consider the assumptions that impact your ability to lead and how you can further refine and develop your leadership foundations.

Reference Daft, R. L. (with Lane, P. G.). (2018). The leadership experience (7th ed.). Boston, MA: Cengage Learning.

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Learning Activities (Nongraded) Nongraded Learning Activities are provided to aid students in their course of study. You are not required to submit these to your instructor but are encouraged to keep a copy for your personal files. If you have questions, contact your instructor for further guidance and information. Apply the Concepts: Take the Self-Assessment! How important is emotional intelligence to you? Some researchers indicate that over half of an employee’s job performance is dependent on his or her emotional intelligence. What are specific areas that you can improve on in this area? What are some best practices that will help you reach your goals? To take the Chapter 5 and 6 Self-Assessments, click on Unit VI in the course navigation menu, and then click on Nongraded Learning Activities.