Management Research
rupali
Week10_L10_MGMT6012.pptx
Assessment Two Questions
Review last week
Additional Reading – Discovering your Authentic Leadership
Module 5 Readings
Learning Activities x 2 – Feedback
Module 5 – The Individual in the Organisation
You will need to:
Conduct a SWOT Analysis on yourself
Complete at least two self-assessment tools including Gallup StrengthsFinder
Include naturally occurring data about yourself, for example feedback from others
Submit a final report including:
- Introduction (who you are and what has got you to this point)
- Research Methodology (20%)
- SWOT Analysis (30%)
- Diversity (20%)
- Organisational Fit (your fit with the organisation from Assignment One)
- Conclusion (where to now)
The final 30% is allocated to communication – how you communicate and present the report.
Assignment Two – Self Reflection
Trust is the foundation of a positive culture and, in essence, defines healthy workplaces. Trust in the workplace leads to a sense of commitment and pride, increased engagement in exploring new ideas, a willingness to speak up about problems and suggest changes, and a greater sensitivity to others’ words and ideas.
Being authentic and ethical in how you conduct yourself in your workplace is fundamental to establishing trust. Trust is the foundation stone of all your working relationships. If people don’t trust you, they won’t want to work for you, with you or manage you.
This module will help you:
Identify your core values that underpin your authentic self as a leader
Reflect on feedback, how you give it, receive it and respond to it
Gain critical insight to yourself as an individual in your organisation
Module 5 – Last Week
Last week - Discovering your Authentic Leadership
Learning from your life story
Knowing your Authentic Self
Practicing your Values and Principles
Balancing your Extrinsic and Intrinsic Motivations
Building your Support Team
Integrating your Life by Staying Grounded
Empowering people to lead
Examples of Authentic Leaders @ Google
Martin Luther King, Jr., leader of the Civil Rights Movement
Sam Palmisano, former CEO of IBM
Oprah Winfrey, actress, former television show host
Jack Welch, former CEO of GE
Anne Mulcahy, former CEO of Xerox
Steve Jobs, former CEO of Apple
Eleanor Roosevelt, former First Lady
Warren Buffett, investor, CEO of Berkshire Hathaway
Check out: https:// www.allbusiness.com/authentic-leaders-great-leaders-are-you-17931-1.html
Feedback….
This is important in a high performance culture where results are measured every week, both internally and externally.
Feedback from people you work with and close to you is another example of naturally occurring data. It is far easier to criticise someone than it is to compliment them. Criticism is ‘weakness-based’ feedback and we should try to focus on ‘strengths-based’ feedback where possible.
How do you give and get feedback in your organisation?
To what extent is feedback naturally occurring data for you?
Do you think the feedback you are getting is justified?
How can you improve your personal insight?
Some companies use the Stop, Keep, Start technique (SKS) to ensure employees are receiving feedback throughout the year.
Refer to the handout: Three Questions for Effective Feedback
You can apply this model to yourself or you can use it to provide feedback to others, including your lecturer.
Feedback…
Impact of Authentic Leadership on Performance: Role of followers’ positive psychological capital and relational processes
The study examines the role of the follower in the authentic leadership process.
Authentic Leadership is defined as “a positive, genuine, transparent, ethical form of leadership that contributes to organisational leadership”.
Authentic leaders share the information needed to make decisions, accept others inputs, and disclose their personal values, motives and sentiments.
The effect of the authentic leader on the followers will depend on the follower’s psychological capital – their hope, efficacy, resilience and optimism. These resources have been found to directly influence attitudes, behaviours and performance.
Impact of Authentic Leadership on Performance: Role of followers’ positive psychological capital and relational processes
Authentic
Leadership
Leader-Member
Exchange
Follower Performance
Psychological Capital
Impact of Authentic Leadership on Performance: Role of followers’ positive psychological capital and relational processes
It was found that the relationship between the leader and follower performance is greater among followers with a low psychological capital.
This suggests that not all followers are receptive to authentic leadership and the exchange relationship will have a reduced impact on the performance of some staff.
Authentic Leaders may want to expend more effort on developing followers with less positive psychological capital to achieve greater performance.
Authentic Leadership: An Empirical test of its antecedents, consequences and mediating mechanisms
This study found that authentic leaders have both self-knowledge (values and beliefs) and self-consistency (demonstrate consistency between their values, beliefs and actions).
This in turn had a positive effect on followers satisfaction with the leader, organisational commitment and extra-effort.
The study also found that authentic leadership had an impact at group-level, and positively enhanced team effectiveness.
Finally, the study provided evidence on how authentic leaders achieved these positive effects on followers. It was the predictability of the leader that created trust and facilitated positive work attitudes.
Doing Well by Doing Good? Analysing the relationship between CEO Ethical Performance & Firm Performance
Business ethics and firm profitability are traditionally seen as opponents.
The majority of CEO’s in the UK prioritise financial gains over ethical considerations. Many believe they need to decide between doing good and doing well.
Employees, customers and shareholders now expect ethical values to be at the heart of business decisions.
Are there certain conditions under which CEO ethical leadership and firm performance can harmonise well?
Doing Well by Doing Good? Analysing the relationship
between CEO Ethical Performance & Firm Performance
CEO Ethical Leadership includes the following:
People Orientation – treating people with dignity and respect, being compassionate, altruistic, supporting others and not violating their rights.
Integrity - alignment between words and deeds, trustworthiness, and their ability to determine and engage in morally right behavior.
Fairness – principled decision-making, equal access to information and no practice of favoritism or discrimination.
Responsibility – long term focus on organisational success, valuing sustainable relationships with business partners and being concerned about the community/environment.
Moderation – being temperate and considerate, not always the centre of attention, and finding the balance between extreme ideas, behaviours, decisions and goals.
Doing Well by Doing Good? Analysing the relationship
between CEO Ethical Performance & Firm Performance
The authors suggest two things are required for ethical and firm performance:
CEOs require a strong personal integrity that puts ethics at the centre of their decision-making; they demonstrate responsible leadership that creates shared ethical values and builds an ethical culture at the organisational heart. In large organisations CEO’s need to be able to communicate this so that the message cascades to all employees.
Because some cultural and ethical signals can be vague and intangible, they need to be supported by formal elements – a corporate ethics program that comprises documented, standardised and tangible policies and procedures, training courses, official communication materials, monitoring, formal reward and sanctioning systems.
Doing Well by Doing Good? Analysing the relationship
between CEO Ethical Performance & Firm Performance
CEO Ethical
Leadership
Organisational ethical culture
Firm
Performance
Corporate ethics program
Doing Well by Doing Good? Analysing the relationship
between CEO Ethical Performance & Firm Performance
With both conditions in place it is expected that that we will see a change in behavior – pro-social behavior, increased employee productivity and reduced employee deviance.
This will foster trust internally and externally, develop loyalty in customers, positively increase sales and contribute to a heightened organisational performance.
As the ethical reputation builds the organisation is more likely to develop long term and resilient relationships with business partners which may lead to increased willingness for negotiation, lower prices and reduced costs.
Leadership Development:
Education, Emancipation, Expectations and Ethics
This paper was written by a consultant who has been invited to develop leaders across multiple industries – manufacturing, healthcare, mental health, banking and education.
The writer agrees that individuals must “become cognisant of their own values, develop greater self-awareness and an ability to continuously learn, think, and act creatively and strategically”.
Leadership Development however should go beyond the individual leader and address the collective – we need to enhance individual effectiveness but also build relationships, coordinate actions, and extend and strengthen the social network.
Leadership Development:
Education, Emancipation, Expectations and Ethics
The consultant uses Action Learning to develop the collective.
Action Learning is collaborative in nature and a model of experiential learning. Participants learn by incorporating knowledge with inquiry, action and insight. They engage with real issues, attempt to uncover all aspects of the issue, and explore resolutions through action and reflection. The focus on the group dynamic encourages critical reflection and learning.
Participants understand that this process is participatory, and will take 1-2 years.
As confidentiality and trust are built members become more comfortable with sharing and begin to collaborate with one another to resolve their issues at hand.
Leadership Development:
Education, Emancipation, Expectations and Ethics
Other outcomes:
Participants begin to understand the concepts of leadership, change, group dynamics, effective communication and conflict management;
There were obvious signs of change in behavior including participatory decision making and better management of meetings;
Participants reported increased connectedness and better communication across departments and locations;
As participants became more aware of empowerment and collaborative leadership they also became aware of the gap between what they were learning and the actions of the executive team.
Leadership Development:
Education, Emancipation, Expectations and Ethics.
When deciding to implement a Leadership Development program that includes action learning the organisation must also be prepared to discuss any political or ethical concerns – culture, trust, honesty and competency of the executives will all be raised at some stage.
These issues need to be addressed but also may be quite detrimental to morale, and possibly negate any developmental efforts. There may be examples of positive change but we may also see rebellion, cynicism, disengagement or even departure.
Participants at all levels need to understand that the leadership development process may affect existing power structures and hierarchies – those in power must be comfortable and willing to share it.
Authentic Leaders….
Many leadership development sessions are ‘jammed’ into 3-4 days, starting with presentations (to share knowledge), incorporating ice breakers (to develop trust), include group work (to foster collaboration) and have some type of feedback mechanism.
Have you been involved in any development sessions?
Did you find them beneficial – was their change in behaviour?
Did you learn anything about yourself?
Was there an opportunity to provide feedback to others?
Group Discussion
