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Chapter 1
Why is Leadership Important
-success of individual careers and fate of organizations are determined by
effectiveness of leaders behavior
-CEOs understand they cant run companies on their own
Leadership
-the influencing process of leaders and followers to achieve organizational objectives
through change
Manager
-person who has a formal title and authority
-leadership is part of the managers job
Leader
-person who may be either a manager or nonmanager
-ability to influence others
Follower
-person who is being influenced by a leader
-good followers give input and influence leaders
Behavior
-activities of people or the things they do and say as they are influenced
Influence
-influencing is the process of a leader communicating ideas, gaining acceptance of
them and motivating followers to support and implement the ideas through change
-leaders gain commitment and enthusiasm of followers who are willing to be
influenced
-leadership occurs when followers are influenced to do what is ethical and beneficial
for the organization and themselves
Change
-influencing and setting objectives is about change
-need to continuously change in adapting to the rapidly changing environment
People
-leadership is about leading people
2. Disseminator Role
-when they send info to others in the organization
-higher level info that must be passed to employees
-pass info orally through discussions meetings etc
-pass info written through email etc
3. Spokesperson Role
-when leaders provide info to people outside organization
-leaders serve as public relations representatives
-meeting with boss to discuss performance and budget officer for budget
-answering letters
-reporting info to government
Decisional Roles
1. Entrepreneur Role
-innovate and initiate improvements
-develop new or improved products
-develop new ways to process products
-purchase new equipment
2. Disturbance-Handler Role
-take corrective action during crisis
-for union strikes, breakdown of equipment, tight schedule
3. Resource-Allocator Role
-when they schedule, request authorization and perform budgeting activities
-for deciding what is done now, later and not done
-for determining who gets overtime or merit raise
-for scheduling when employees will use material and equipment
4. Negotiator Role
-when they represent their organizational unit during routine and non routine
transactions that do not include set boundaries
-pay and benefits package for a new professional employee
-labor union contract
-contract with customer or supplier
Levels of Analysis of Leadership Theory
1. Individual Level
-focus on individual leader and relationship with individual followers
-dyadic process
-reciprocal influencing process between leader and follower
2. Group Level
-focuses on the relationship between the leader and the collective group of followers
-also called group process
-how a leader contributes to group effectiveness
3. Organizational Level
-called organizational process
-organizational performance depends on effectively adapting to the environment and
acquiring the necessary resources to survive and on whether the organization uses
an effective transformation process to produce products
-individuals and teams contribute to organization success
Leadership Theory Paradigms
Leadership Theory
-explanation of some aspect of leadership; theories have practical value because they
are used to better understand, predict and control successful leadership
Leadership Theory Classifications
-include trait, behavioral, contingency and integrative
Leadership Paradigm
-shared mindset that represents a fundamental way of thinking about perceiving,
studying, researching and understanding leadership
Trait Theory Paradigm
Leadership Trait Theories
-attempt to explain distinctive characteristics accounting for leadership effectiveness.
-researchers analyzed physical and psychological traits or qualities such as high
energy level, appearance, aggressiveness, self-reliance, persuasiveness and
dominance to identify set of traits successful leaders possessed
Behavioral Leadership Theory Paradigm
-attempt to explain distinctive styles used by effective leaders or to define the nature
of their work.
The Contingency Leadership Theory Paradigm
-attempts to explain the appropriate leadership style based on the leader, followers
and situation
-importance of situational factors, including the nature of the work performed,
external environment, and the characteristics of followers.
The Integrative Leadership Theory Paradigm
-attempt to combine the trait, behavioral, and contingency theories to explain
successful, influencing leader-follower relationships
-researchers want to explain why followers of some leaders are willing to work hard
and make personal sacrifices to achieve objectives or how effective leaders influence
behavior of followers
From the Management to The Leadership Theory Paradigm
-managers must be able to lead through motivating others and creating favorable
conditions for success as well as manage
-shift from the older autocratic management style to the newer participative
leadership style of management
Evidence Based Management
-translates theory into practice
-decisions and organizational practices are based on the best available scientific
evidence
-objective is to move away from making decisions based on personal preference and
unsystematic experience toward Evidenced Based Management
AACSB Learning Standards
1. Leadership
-capacity to lead
2. Reflective thinking and Self Management
-develop reflective thinking through identifying personal strengths and
developmental needs
3. Analytic skills
-learn to set goals, adjust and resolve problems and make decisions as response to
internal and external stakeholder needs
4. Communication Abilities
-learn to effectively listen, share ideas, negotiate and facilitate the flow of info to
improve performance
5. Global and Multicultural Trends, Diversity, and Ethics
-recognize impact of global trends
6. Teamwork
-enhance group and individual dynamics in organizations to create healthy team
environment
7. Strategic Management
-develop creative strategies to guide organizations, achieve goals, minimize risks and
gain competitive advantage
Chapter 2
Personality and Traits
Traits
-distinguishing personal characteristics
Personality
-combination of traits that classifies an individuals behavior
-influence decisions we make
-affects behavior and attitude
-based on genetics and environmental factors
Big Five Model of Personality
-widely accepted way to classify personalities
-categorizes traits into the dimensions of surgency, agreeableness, adjustment,
conscientiousness and openness to experience
1. Surgency
-leadership and extraversion traits
-Strong surgency = dominance personality so wants to be in charge
-weak in surgency = followers and dont want to compete or influence
-extraversion is a continuum between extravert and introvert. Extravert s are
outgoing whereas introverts are shy
2. Agreeableness
-includes traits related to getting along with people
-strong agreeable personality = warm and caring, easygoing, gentle, friendly
-weak agreeable personality = cold, difficult, uncompassionate, unfriendly
3. Adjustment
-includes traits related to emotional stability
-stable = self control, being calm under pressure
-unstable = out of control, poor under pressure, nervous, insecure
4. Conscientiousness
-traits related to achievement
-continuum between responsible/dependable to irresponsible/undependable
-high conscientiousness = credibility, conformity and organization
5. Openness to Experience
-includes traits related to being willing to change and try new things
-externalizers believe they have no control over their fate and their behavior has
little to do with their performance
-Internalizers believe they control their fate and behavior affects performance. Future
oriented, setting objectives and develop plans
-openness to experience dimension in big five
5. Stability
-emotionally in control of themselves
-should learn to limit the impact of our feelings
6. Integrity
-behavior that is honest and ethical
-opposite of self interest in the expense of others
-conscientiousness in big five dimensions
7. Intelligence
-cognitive ability to think critically, solve problems and make decisions
-best predictor of job performance
-openness to experience dimension in big 5
-IQ
Emotional Intelligence
-ability to work well with people
-essential to healthy relationships
4 Components of EQ
1. Self awareness relates to being conscious of your emotions and how they affect
your personal and professional life
2. Social Awareness ability to understand others, develop networks and
play organizational politics
3. Self-management ability to control disruptive emotions
4. Relationship management ability to work well with others
8. Flexibility
-ability to adjust to diff situations
-adapt to the situation
-openness to experience dimension in big 5
9. Sensitivity to Others
-understanding group members as individuals, what their positions on
issues are and how best to communicate and influence them
-requires Emotional Intelligence
-critical when playing negotiator leadership role
-agreeableness dimension in big 5
The Personality Profile of Effective Leaders
Achievement Motivation Theory
Leadership Attitudes
-attitudes are positive or negative feelings about people, things and issues
-employees with positive attitudinal states are more willing to work hard
and attitudes help to explain and predict job performance
Theory X and Theory Y
-attempt to explain and predict leadership behavior and performance
based on the leaders attitude about followers
-people with theory x attitudes hold that employees dislike work and must
be closely supervised in order to do their work
-Theory Y attitude hold that employees like work and do not need to be
closely supervised in order to do their work
-managers with theory x tend to have a negative pessimistic view of
employees and display more coercive, autocratic leadership styles using
external means of controls such as threats and punishment
-managers with theory y attitudes tend to have a positive optimistic view
of employees and display more participative leadership styles using
internal motivation and rewards
-managers with theory y attitudes were better at accomplishing
organizational objectives and better at tapping the potential of
subordinates
The Pygmalion Effect
-proposes that leaders attitudes toward and expectations of followers and
their treatment of them explain and predict followers behavior and
performance
-effective leaders train ordinary employees to do a great job
-leaders expectations influenced the behavior and performance of
employees
-raise the self-image and productivity of your followers
Self-Concept
-positive or negative attitudes people have about themselves
-positive view about yourself = positive self confidence trait
-self efficacy = belief in your own capability to perform in a specific
situation
Developing a More Positive Attitude and Self-Concept
1. try to have and maintain a positive, optimistic attitude
2. realize that there are few if any benefits to negative pessimistic
attitudes
3. cultivate optimistic thoughts
4. stop and change to a positive attitude every time you are being
negative
5. avoid negative people
6. set and achieve goals
7. focus on success and dont dwell on failure
8. accept compliments
Ethical Leadership
-Ethics are standards of right and wrong that influence behavior
-positive relationship between ethical behavior and leadership
effectiveness
How Personality Traits and Attitudes, Moral Development and the Situation
Affect Ethical Behavior
1. Personality Traits and Attitudes
-ethical behavior is related to our needs and personality traits
2. Moral Development
-understanding right from wrong and choosing the right thing
3. The Situation
-highly competitive and unsupervised situations increase the odds of
unethical behavior
-Unethical behavior occurs more when there is no formal ethics policy or
code
How People Justify Unethical Behavior
-when we do use unethical behavior, we often justify it to protect our selfconcept so we dont have a guilty conscience or feel remorse
-Thinking Process:
1. Moral Justification reinterpreting immoral behavior in terms of a higher
purpose
2. Displacement of Responsibility process of blaming ones unethical
behavior on others
Chapter 4
Power
-achieving influence over others
-leaders potential influence over followers
Sources of Power
1. Position Power
-derived from top management and delegated down the chain of
command
2. Personal Power
-derived from the followers based on the leaders behavior
Types of Power and Influencing Tactics, and ways to increase your power
1. Legitimate Power
-based on users position power
-also called legitimization influencing tactic
-when using legitimate power its helpful to also use consultation
influencing tactic. You seek others input and develop a plan together to
achieve objective. Also known as participative management and
empowering employees
-legitimate use of rational persuasion. This includes logical arguments
with factual evidence to persuade others to implement your
recommended action
-ingratiation influencing tactic: being friendly and praising others before
you ask them what you want
2. Reward Power
-based on users ability to influence others with something of value to
them
-important to have control over resources such as allocating expense and
budget funds especially for scarce resources
Appropriate Use of Reward Power
-reward employees who do a good job so they will be motivated to
continue their good work
Exchange influencing tactic is for dealing with higher level managers and
people who you have no authority over. This means you offer some type
of reward for helping you meet your objective
Increasing Reward Power
1. Gain and maintain control over evaluating your employees
performance and determining their raises etc
2. Find out what others value and reward them in that way
3. Let people know you control rewards
3. Coercive Power
-involves punishment and withholding of rewards to influence compliance
-also called pressure influencing tactic
-from fear of reprimands, probation, suspension or dismissal, employees
do as their manager requests
Appropriate use of coercive power
-maintaining discipline and enforcing rules
-without this power employees may not take you seriously and ignore your
requests
-coercion on a large scale against followers undermines the authority of
the leader and creates a hostile opposition
Increasing Coercive Power
-gain authority to use punishment and withhold rewards
-dont make rash threats
-be persistent
4. Referent Power
-based on users personal relationships with others
-also called personal appeals influencing tactic based on loyalty and
friendship power stems primarily from friendship or the employees
attractiveness to the person using power
-Inspirational appeals influencing tactic. leader appeals to the followers
values, ideals, and aspirations or increases self confidence by displaying
his or her feelings to appeal to the followers emotions and enthusiasm
Appropriate Use of Referent Power
-for people with weak or no position power such as with peers
-needed in self-managed teams because leadership should be shared
Increasing Referent Power
-Develop people skills
-work at your relationship with your manager and peers
5. Expert Power
-based on users skill and knowledge
-experts commonly use the rational persuasion influencing tactic
Appropriate Use of Expert Power
-essential to employees who are working with people from other
departments and organizations because such employees have no direct
position power to use, being seen as an expert gives them credibility and
power
Increasing Expert Power
-become an expert
-attend meetings of your trade or professional associations. Keep up with
trends in field
-recognition and knowing the power players go hand in hand; you want
the power players to know who you are and what you can do
Networking
-best way to advance your career is by networking to learn about new
opportunities
-networking is about building relationships through effective
communications
-power, politics and networking have the same thing in common: building
relationships to help you meet your objectives
-read pdf page 128
Negotiation
-used in managing conflict
-a process in which two or more parties are in conflict and attempt to
come to an agreement
-read pdf page 134
Ethics and Influencing
-influencing is the process of affecting others attitudes and behavior in
order to achieve an objective which is usually to get what you want