current events 700 words

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•  Wrap%up%leadership%on%Thursday% •  Tuesday,%Nov.%1st%7%Power%(ch%13)%and%Conflict%(ch%14)% •  Thursday,%Nov.%3rd%–%CommunicaCon%(ch%11),%Diversity%&%wrap%up%for%exam% •  Begin%studying%for%exam%#2%% •  Exam%#2%7%Tuesday%November%8th%%

•  Diversity%(2),%Groups%&%Teams%(9%&%10),%CommunicaCon%(ch%11),% Leadership%(12),%Power%(13),%Conflict%(14)%%

•  WING%17%(12:40)%&%WING%6%(2:15%&%3:55)% •  50%MulCple%Choice%% OR% •  Essay%Exam%structured%as%short%answer,%small%essay%and%long%essay%

format.%You%will%be%offered:%5%short%answer%quesCons%you%(4%points% each)%you%pick%3%to%answer;%5%short%essays%and%you%choose%3%(6%points% each),%2%long%essay%quesCons%which%you%pick%one%to%answer%(20% points).%

Looking'ahead…..'

Ch#12#&#Leadership#

What#Is#Leadership?#

•  Leadership •  The ability to influence a group

toward the achievement of goals •  Management •  Use of authority inherent in

designated formal rank to obtain compliance from organizational members

•  Both are necessary for organizational success

Many#meanings#of#leadership#

% • Leadership'Emergence:%who%�rises%up�%in%a%group%with%no% assigned%leader?% % % • Leadership'Effec5veness:%impact%of%leadership%on%group% members%&%shared%goals%

Many#meanings#of#leadership#

•  Assigned'(Formal)'Leadership:%due%to%formal%posiCon% %

•  Emergent'(Informal)'Leadership:%due%to%the%way%other%group% members%respond%%

Which is more important? WHY? What do you have?

YOUR#Leadership#Approach#

•  Individually…% •  5%internal%qualiCes%of%great%leadership%(I%am%____%)% •  5%behaviors%of%great%leadership%(I%do%___)%

•  In%your%teams…% •  Combine%to%create%new%lists%of%5% •  Each%member:%

•  1%thing%on%list%I%currently%possess/am%strong%in% •  1%thing%on%list%I%want%to%develop%more%

Many#approaches/theories#of#

Leadership#

Different%approaches/theories%provide%different%frameworks%for:%% %

%1)%IdenCfying%&%EvaluaCng%Leadership% %%%2)%Developing%Leadership% % •  Classics%Include:% •  Trait%Approach% •  Skills/Style%(Behavioral)%Approach% •  SituaConal/ConCngency%Approach% •  Leadership%Exchange%Theory%(Dyadic%Approach)% •  Transforma)onal/Charisma)c0Approach00

DeCining#Leadership#across#Time#

1900 1940 2012 1960 1980 1920 2000

Leadership'as'a'person'

Traits' Skills/Behaviors/Styles'

Con5ngency'Theories'

Leadership'as'a'process'btw.'Leader'&'group'

Vision/Charisma/Change'

Ethics'&'Values'&' Serving'Others'

Trait#Approach#to#Leadership#

•  Early%days%produced%lots%of%different%lists%of%traits%(mainly%aggression,% masculinity%…%)%and%led%to%lifle%conclusions%

•  Traits%relaCng%to%Leadership?%%% •  Big%5%%7%4%of%the%5%relate%to%emergence%&%effecCveness%(Judge%et%al.,%2002)% •  Traits%outside%the%big%5%–%EQ,%Cog.%Ability,%Integrity,%Dark%Triad%

% With%the%many%years%of%research%dedicated%to%the%trait%theory%of% leadership,%it%is%widely%accepted%that%traits%do%predict%leadership.%%

However,%it%is%more%likely%that%they%predict%the%emergence%of%a%leader%than% the%effecCveness%of%a%leader.%

Behavioral#Theories#of#

Leadership#

•  Theories proposing that specific behaviors differentiate leaders from non-leaders

•  Differences between theories of leadership:

•  Trait theory: leadership is inherent, so we must identify the leader based on his or her traits

•  Behavioral theory: leadership is a skill set and can be taught to anyone, so we must identify the proper behaviors to teach potential leaders

Important#Behavioral#Studies#

IniCaCng% Structure% ConsideraCon%

ProducCon% Oriented%

Employee% Oriented%

Ohio State

University of

Michigan

What is done People

Situational#&#Contingency#

Approaches#to#Leadership#

•  EffecCve%leadership%is%all%about%‘matching’%leadership% behaviors%to%situaConal%or%follower%characterisCcs%

!No!‘1!right!way’!–!all!about!the!MATCH!!

•  Con5ngency'Theory'(Fiedler):% •  Leader%style%is%fixed%–%have%to%match%right%leader%(with%right%style)% to%the%followers% %

•  Situa5onal'Theory:% •  Leaders%have%many%styles%–%each%must%%choose%the%right%style% based%on%‘follower%readiness’% %

Situational#Leadership#Theory#

(Blanchard)#

CommiKed,'not'

competent'

Not'commiKed,'lowNmed'

competence'Not'commiKed,'growing'

competence'

CommiKed'&'Competent'

Situational#Leadership#Theory#

Which!leadership!style!should!you!select!from!your!arsenal!if!…..!!

•  Your%group%is%fairly%competent%and%knows%what%to%do,%has% necessary%skills%to%get%the%job%done,%but%lacks%in%excitement% and%enthusiasm%about%the%work%and%the%team%

•  Your%group%is%new%to%a%given%project%and%100%%on%board%with% the%goals%and%purpose%but%has%no%clue%how%to%achieve%the% desired%outcome%

Charismatic#&#Transformational#

Leadership#

Again,%a%couple%similar%approaches%emerge%around%the%same%Cme% from%different%groups:% % • Charisma5c'Leadership'Theory'(House,%1977)%

•  EffecCve%leadership%is%about%exhibiCng%the%4%dimensions%of% charisma% %

• Transforma5onal'Leadership'Theory'(Burns,%1978;%Bass,%1985)% •  EffecCve%leadership%is%about%transforming%individual%efforts% &%goals%to%group%efforts%&%goals;%change/future%orientaCon% %

• How0to0integrate0the02?%% •  Bass%&%Avolio%(1990):%transformaDonal!leaders!are!charismaDc! in!the!eyes!of!followers!

The#“4#I’s”#of#Transformational#Leadership#

Idealized'Influence'

Inspira5on'

Individualized' Considera5on'

Intellectual' S5mula5on'

Bass,'1985;'Bass'&'Rigio,'2006)'

Evaluating#a#leader#on#the#4#I’s##

Pick!a!�searchable�!leader!–!any!leader!!

On%turn7in7able%paper,%answer%the%following:% % • 1)%Was%this%leader%responsible%(or%associated%with)%any%kind%of% change?%How%so?% % • 2)%How%would%you%evaluate%this%leader�s%transformaConal% leadership%according%to%%

•  Idealized%Influence%(charisma)% •  InspiraCon%% •  Individualized%ConsideraCon% •  Intellectual%SCmulaCon%

How#effective#is#Transformational#

Leadership?###

•  Evidence%supports%wide%range%of%posiCve%outcomes:% •  Follower/team/org.%performance% •  Follower%saCsfacCon,%moCvaCon,%engagement% %

•  More%effecCve%for%org.%performance%in%certain%business% contexts%%

•  WHY!so!effecDve??!!

The#NEW#WAVE#of#Leadership# !

It�s!not!just!about!a!leader!–!! it�s!about!so!much!more…%

% NNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNN'

Lots'of'models/theories/approaches!'Focus'on'those'that'are'most' developed'–'biggest'prac5cal'impact:' % • Servant%Leadership% • AuthenCc%Leadership% • Shared%Leadership%%

Servant#Leadership#–#the#

Basics# •  A%paradoxical%approach:%leaders'as'servants'to'followers' •  EffecCve%leadership%=%% •  Emphasis%on%follower%development%&%empowerment% •  ExhibiCng%strong%moral%behavior%&%ethical%direcCon% •  Serving%individual%followers%&%the%�greater%good�%above%own% self7interest% %

•  Leadership%can%be%formal%&%emergent%–%leadership%as%a% process%(but%descripCve%emphasis%on%leader%characterisCcs%&% behaviors)%

•  Key%Players:%Greenleaf%(1970,%1977);%Spears%(1995,%1998);%Ken%Blanchard% (lately);%Stephen%Covey%(to%some%extent)%

Servant#Leadership#in#Action#

•  A%hometown%example…% % % % % %

•  A%well7known%example%from%the%air…%

Servant#Leadership#at#Southwest#

Video'Ques5ons:' '

•  What%does%servant%leadership%look%like%at%Southwest?%(How% can%you%use%Southwest%to%illustrate%principles%of%this% approach?)% % %

•  What%role%does%servant%leadership%play%in%the%success% (‘organizaConal%effecCveness’)%of%Southwest?%% %

Authentic#Leadership#

•  Approach%focused%on%being%real,%honest,%true,%authen)c0 0 a0process0of0leadership0based0on0integrity0and0ethical! behavior!that0is0open,0transparent,0and0considerate!of!all! stakeholders0 0

•  Emphasis%on%AuthenCc%Leadership%DEVELOPMENT% %

•  Key%Players:% •  George;%Avolio%&%Luthans;%Walumbwa%

Bill#George#&#Authentic#

Leadership#

Authentic#Leadership#

SelfNAwareness'

Internalized' Moral'

Perspec5ve'

Balanced' Processing'

Rela5onal' Transparency'

Authen5c'Leadership'

Shared#Leadership#

•  OrganizaCons%are%flafer%than%ever%before% •  �team7based,%technology7enabled��(Mankin,%Cohen,%&%Bikson,%1996,%p.17)%

•  Shit%in%organizaCons%!%Shit%in%leadership%approaches%(Zaccaro,% Heinen,%&%Shuffler,%2009;%Kozlowski%et%al.,%2009)%

% •  Leadership'func5ons'can'be'performed'by'a'formal'team' leader'and/or'shared'across'team'members'–%by%anyone%who% meets%the%needs%of%the%team%(Morgeson,%DeRue,%&%Karam,%2010)% %

•  Day%et%al.%(2004):%�team%leadership%capacity�%as%the%full% repertoire%of%the%team%as%a%whole%