Reflection Summary of Recorded Live Lecture 07
Deonpalmgrove
567Su13Lecture7Leadership.pptxManaging Groups & Teams
MGT 567
Dr. Brandon Randolph-Seng
Self-Assessment
Pair of statements should equal 5 (e.g., 0, 5; 1, 4; 2,3).
1)
I’m interested in and willing to take charge of a group of people.
I want someone else to be in charge of the group.
2)
When I’m not in charge, I’m willing to give input to the leader to improve performance.
When I’m not in charge, I do things the leader’s way, rather than offer my suggestions.
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Self-Assessment
3)
I’m interested in and willing to get people to listen to my suggestions and to implement them.
I’m not interested in influencing other people.
4)
When I’m in charge, I want to share the management responsibilities with group members.
When I’m in charge, I want to perform the management functions for the group.
5)
I want to have clear goals and to develop and implement plans to achieve them.
I like to have very general goals and take things as they come.
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Self-Assessment
6)
I like to change the way my job is done and to learn and do new things.
I like stability, or to do my job the same way; I don’t like learning and doing new things.
7)
I enjoy working with people and helping them succeed.
I don’t really like working with people and helping them succeed.
Determine your leadership potential score by adding up your score for the first statement on each question.
4
Self-Assessment
Q1: Whether you want to be a leader or follower?
Managers: planning, organizing, leading, controlling
Not all managers are leaders not all leaders are managers
Follower: influenced by a leader
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Leadership Defined (Northouse)
Leadership is the process whereby an individual INFLUENCES a group of individuals to achieve a common goal.
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Self-Assessment
Q2: Good followers give input and influence leaders
Influence: communicating ideas, gaining acceptance, motivate to support and implement ideas through change
Q3: Influence is the essence of leadership
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Self-Assessment
Q4: Influence is also about the relationship between leader and followers
Willing to be influenced and learn from each other
8
Self-Assessment
Q5: Influence followers to think not only of their own interests, but interests of organization through shared vision
Come best in the form of clear goals
9
Self-Assessment
Q6: Influencing and setting objectives is about change
To be an effective leader and follower you must be open to change
10
Self-Assessment
Q7: Leadership is about leading people
Must be able to get along with people
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What are the Attributes of Effective Leaders in Teams?
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Internal locus
of control
Integrity
High energy
Flexibility
Dominance
Sensitivity
to others
Self-confidence
Intelligence
Traits of
Effective
Leaders
Stability
Traits of Effective Leaders
Summary
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Use this space for overall reminders or special tips linked to the slide or occasion. Simply select this text and replace it with your own reminders.
Leadership Paradox
Teams usually need leaders, but the very presence of a leader can threaten the autonomy of the team
What can be done?
Leaders needed for effective team work:
Monitoring performance/Shape goals
Coordinate efforts/Resolving conflict
Motivate and focusing members
Top-down, command-and-control approach will not work
Leadership Studies Time Line
to 1930s
1940-mid1960s
mid1960s-1980s
1990s on
Trait
theories
-----
Leader
selection
Newer
theories
-----
Charisma
and
beyond
Contingency
theories
-----
Leader-
situation
matching
Behavioral
theories
-----
Leader
training
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Great Person Theories
“Great Man” Theories (early 1900s)
Focused on identifying intrinsic qualities and characteristics possessed by great social, political, & military leaders
Trait Approach: one of the first systematic
attempts to study leadership
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Leader Behavior Approach
Task Focus
Plan & Define Work
Assign Responsibility
Set Clear Work Standards
Urge Completion
Monitor Results
People Focus
Warmth
Social Rapport
Respect
Sensitivity
Mutual Trust
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Trait & Behavior Approaches
Hard to determine which type of leadership was more effective in the real world
Neglected the environment in which behavior demonstrated
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Great Opportunity Theories
Leadership often has more to do with the environment than one’s own personality
Situational Factors often make the leader
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Contingency Approaches to Leadership The Role of Context
Path-Goal Theory of Leadership
Situational Leadership Model
Predictions of Path-Goal Theory
| Situation | Appropriate Leadership Style |
| When employees have high role ambiguity When employees have low abilities When employees have external locus of control | Directive |
| When tasks are boring and repetitive When tasks are stressful | Supportive |
| When employees have high abilities When the decision is relevant to employees When employees have high internal locus of control | Participative |
| When employees have high abilities When employees have high achievement motivation | Achievement oriented |
Hersey-Blanchard Situational Leadership Model
Leaders adjust their styles depending on the readiness of their followers to perform in a given situation
Readiness—how able, willing and confident followers are in performing tasks
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Leader Behavior
S1: Telling - Giving specific directions and closely supervising work; a high-task, low relationship style.
S2: Selling - Explaining task directions in a supportive and persuasive way; a high task, high relationship style.
S3: Participating - Emphasizing shared ideas and participative decisions on task directions; a low-task, high-relationship style.
S4: Delegating - Allowing the individual or group to take final responsibility for task decisions; a low-task, low relationship style.
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Implication
Match the leadership style to fit the followers’ level of readiness and/or current task
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Contingency Approach
Any problems w/ using a contingency approach?
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Contingency Approaches to Leadership
In the real world it is not always possible to match the situation to leadership style or to the needs of the followers
Contemporary approaches focus more on the interaction between personality and behavior of leaders and followers and the given environment
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Leader-Member Exchange (LMX)
* The quality of the exchange relationship between an employee (follower) and his or her superior (leader)
Contemporary Approaches to Leadership
Leader-Member Exchange (LMX) Theory
High quality LMX relationships have mutual respect between the leader and the followers
Low quality LMX relationships portray lower levels of trust and respect between leaders and followers
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According to the Leader-Member Exchange (LMX) approach, the unique, trust based relationships leaders develop with employees is the key to leadership effectiveness
Antecedents
Leader-Member Exchange
Consequences
Leader fairness
Leader delegation
Effort in building good relationship
Employee feedback seeking
Employee flattery of the leader
Personality similarity
Liking
Job satisfaction
Organizational commitment
Job performance
Citizenship behaviors
Lower turnover
Buffer against stressors
Ethics
Favorable interpretations of behavior
Quality of LMX
Strongly influences subordinates’ communication satisfaction at the interpersonal (personal feedback), group (coworker exchange), and organizational (corporate communications) level.
Central to influencing follower’s affective, cognitive, and behavioral experiences; roles; and fate in organization
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Transactional Leadership
*Employees demonstrate the right behaviors because the leader provides resources in exchange
Transformational Leadership
*Employees focus on company’s well being rather than individual pursuits
Contemporary Approaches to Leadership
Transformational leaders lead employees by aligning employee goals with the leader’s goals
Transformational Leaders
Individualized consideration
Inspirational motivation
Intellectual stimulation
Charisma
Transformational Leadership and Inspirational Motivation
Inspirational Motivation: Having a vision that is inspiring to others
Creates higher levels of commitment and increased intrinsic motivation
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The CEO of PepsiCo, Indra Nooyi, is a leader who demonstrates passion for her vision and energizes those around her toward her vision for the company
Transformational Leadership and Intellectual Stimulation
Intellectual Stimulation: Challenge organizational norms and status quo, and encourage creativity and hard work
Increases performance and creativity
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Transformational Leadership and Individualized Consideration
Individualized Consideration: Show personal care and concern for well-being of followers
Builds more effective relationships
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Transformational
Key for effectiveness of transformational has to do with TRUST:
Show greater concern for people’s well-being and appeal to people’s values
People in turn believe the leader is more fair and predictable
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Source: http://commons.wikimedia.org/wiki/File:Ataturk_and_flag_of_Turkey.jpg
Transformational leaders rely on their charisma
Mustafa Kemal Ataturk, the founder of the modern Turkish State and first president of the Turkish Republic
Transformational Leadership and Charisma
Charisma: behaviors leaders demonstrate that create confidence in, commitment to, and admiration for the leader
Personality explains about 10% of variance
People can be trained to be charismatic
Only one element of transformational leadership
Dark side of charisma
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Charisma: Double-Edged Sword
Gandhi; Churchhill; Manson
MLK, Jr; JFK; Hitler
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Charisma: Double-Edged Sword
How can you differentiate between positive and negative charisma?
Primary orientation:
Own needs vs. needs of followers and organization
Self-glorification vs. self-transcendence
Organizational driven goals: empowerment, personal growth, equal participation (vision and mission of organization)
Leader driven goals: obedience, dependency, submission (restrict info, preserve image, external threats)
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Charisma: Double-Edged Sword
Warning signs:
Devotion to self more than ideals, self-serving decisions, ideology is a ploy, personal identification of affect over internalization
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Authentic Leadership
Leaders are self aware
Not afraid to act the
way they are
Possess high levels of
personal integrity
Leaders are introspective
Understand where they
are coming from
Retain a thorough understanding of their own values and priorities
Who are authentic leaders?
Take responsibility for and dedicated to own development & growth becoming:
Genuine people who are true to themselves and to what they believe in
Acknowledging shortcomings and admitting errors
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What do they do?
Engender trust and develop genuine connections with others (enduring relationships)
Passion for work, compassion for people serve, empathy for coworkers, courage to make difficult decisions
Set high standards for self and others
Accept full responsibility for outcomes and holding others accountable for performance
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Authentic Leadership
Derive strength from own past experiences
Find own style based on personality and life experiences
Behave in ways consistent with values
High levels of personal integrity
Requires understanding oneself and feedback from others
Results: Greater trust, satisfaction, performance, and well-being from employees
vs.
Complexity
Planning & Budgeting Targets/Goals
Organizing & Staffing
Controlling & Problem Solving
Change
Setting Direction --
Visions
Aligning People
Motivating “Inspiring/Moving”
Rational
Intuitive
Managers
Leaders
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WHAT LEADERS DO...
Recruits, doesn’t just hire
Breathes vision into people
Models positive behavior
Challenges, provokes
Is intellectually stimulating
Doesn’t interfere, has courage to let it happen
Discovers talents
Builds the habitat for creativity
Instills ownership
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Course Notes
Last Live Session: July 2nd @ 8:30 PM Central
Team Development Part III Due on eCollege by July 3rd @ 11:59 PM
Peer-evals due on July 3rd
Complete on your own and kept confidential (make sure to include the total score and to do a separate one for each member of your team including yourself)
