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Sunday, November 8, 2009
Saturday, November 7, 2009
LEADERSHIP
The ability to inspire confidence and support among the people who are needed to achieve organizational goals
May be considered a long-term relationship, or partnership, between leaders and group members
Nature of Managerial Leadership:
*leader who is not a manager, and
*manager who is not a leader.
successful manager must necessarily lead others. Often you will find the terms leaders and managers are used interchangeably.
leadership is the process of...influencing others to understand and agree about what needs to be done and how it can be done effectively, and facilitating individual and collective efforts to accomplish shared objectives.
Among other things, the effectiveness of leaders, may be defined in terms of...
the consequences of their actions for others,
the attitudes of their subordinates,
their impact on group processes (e.g., decision-making, conflict resolution, etc.), and
their impact on productivity.
LEADERSHIP:
The ability to inspire confidence and support among the people who are needed to achieve organizational goals.
May be considered a long-term relationship, or partnership, between leaders and group members
Partnership:
The power between leader and group members is approximately balanced
Four things necessary in a partnership:
Exchange of purpose
A right to say no
Joint accountability
Absolute honesty
The power between leader and group members is approximately balanced
Four things necessary in a partnership:
Exchange of purpose
A right to say no
Joint accountability
Absolute honesty
-Change
-Inspiration
-Motivation
-Influence
Management deals with:
-Planning
-Organizing
-Directing
-Controlling
Leadership Matters
The results of one study showed
transactional leadership was not significantly related to performance
charismatic leadership was slightly, positively related to performance
in an uncertain environment, charismatic leadership was more strongly related to performance
Attribution:
Judging what people are like and why they do what they do.
What is someone really like?
What makes a person behave they way s/he does?
One Makes Attributions in Three Major Steps: The Behavior Occurs; the Person Determines if it Was Intentional; if so, the Person Determines its Causes
Correspondent Inferences
Using acts to judge dispositions.
We make judgments about what people are like based on what we are able to observe of their behavior.
Many causes of behavior.
People can conceal some of their traits.
Causal Attribution of Responsibility
*Answering the question of WHY?
*Kelley’s Theory of Causal Attribution
1-Consensus
Extent to which other people behave the same.
2-Consistency
Extent to which behavior is same at other times.
3-Distinctiveness
Extent to which behavior is the same in other contexts.
Attribution Theory
The process of attributing causality to events
To simplify and understand complex social systems of human interaction, people interpret events in human terms
Most organizational successes are attributed to heroic leaders
Leadership Does Not Matter
Three major arguments against the importance of leadership include:
Substitutes for leadership
Leader irrelevance
Complexity theory
Substitutes for Leadership
High-level leaders have unilateral control over only a few resources, and the control over these resources is limited by obligations to stakeholders
Firms choose new leaders whose values and behaviors are similar to previous leaders
Complexity Theory
Organizations are complex systems that cannot be explained by the usual rules of nature
Leaders and managers can do little to alter the course of the complex organizational system
A company’s fate is determined by factors outside the leader/manager’s control
Leadership Roles
Figurehead
Spokesperson
Negotiator
Coach and motivator
Team builder
Team player
Technical problem solver
Entrepreneur
Strategic planner
Sources of Leader Satisfaction
A feeling of power and prestige
A chance to help others grow and develop
High income
Respect and status
Good opportunities for advancement
A feeling of “being in on” things
An opportunity to control resources
Leader Frustrations
Too much uncompensated overtime
Too many “headaches”
Not enough authority to carry out responsibility
Loneliness
Too many problems involving people
Too much organizational politics
A Framework for Understanding Leadership
Leader characteristics and traits
Leader behavior and style
Group member characteristics
Internal and external environment
Essential Qualities of Effective Followers
Self-management
Commitment
Competence and focus
Courage
May be considered a long-term relationship, or partnership, between leaders and group members
Nature of Managerial Leadership:
*leader who is not a manager, and
*manager who is not a leader.
successful manager must necessarily lead others. Often you will find the terms leaders and managers are used interchangeably.
leadership is the process of...influencing others to understand and agree about what needs to be done and how it can be done effectively, and facilitating individual and collective efforts to accomplish shared objectives.
Among other things, the effectiveness of leaders, may be defined in terms of...
the consequences of their actions for others,
the attitudes of their subordinates,
their impact on group processes (e.g., decision-making, conflict resolution, etc.), and
their impact on productivity.
LEADERSHIP:
The ability to inspire confidence and support among the people who are needed to achieve organizational goals.
May be considered a long-term relationship, or partnership, between leaders and group members
Partnership:
The power between leader and group members is approximately balanced
Four things necessary in a partnership:
Exchange of purpose
A right to say no
Joint accountability
Absolute honesty
The power between leader and group members is approximately balanced
Four things necessary in a partnership:
Exchange of purpose
A right to say no
Joint accountability
Absolute honesty
Leadership versus Management:
Leadership deals with:
-Change
-Inspiration
-Motivation
-Influence
Management deals with:
-Planning
-Organizing
-Directing
-Controlling
Leadership Matters
The results of one study showed
transactional leadership was not significantly related to performance
charismatic leadership was slightly, positively related to performance
in an uncertain environment, charismatic leadership was more strongly related to performance
Attribution:
Judging what people are like and why they do what they do.
What is someone really like?
What makes a person behave they way s/he does?
One Makes Attributions in Three Major Steps: The Behavior Occurs; the Person Determines if it Was Intentional; if so, the Person Determines its Causes
Correspondent Inferences
Using acts to judge dispositions.
We make judgments about what people are like based on what we are able to observe of their behavior.
Many causes of behavior.
People can conceal some of their traits.
Causal Attribution of Responsibility
*Answering the question of WHY?
*Kelley’s Theory of Causal Attribution
1-Consensus
Extent to which other people behave the same.
2-Consistency
Extent to which behavior is same at other times.
3-Distinctiveness
Extent to which behavior is the same in other contexts.
Attribution Theory
The process of attributing causality to events
To simplify and understand complex social systems of human interaction, people interpret events in human terms
Most organizational successes are attributed to heroic leaders
Leadership Does Not Matter
Three major arguments against the importance of leadership include:
Substitutes for leadership
Leader irrelevance
Complexity theory
Substitutes for Leadership
Leader Irrelevance
Situational factors, outside the leader’s control, have the largest impact on outcomes
High-level leaders have unilateral control over only a few resources, and the control over these resources is limited by obligations to stakeholders
Firms choose new leaders whose values and behaviors are similar to previous leaders
Complexity Theory
Organizations are complex systems that cannot be explained by the usual rules of nature
Leaders and managers can do little to alter the course of the complex organizational system
A company’s fate is determined by factors outside the leader/manager’s control
Leadership Roles
Figurehead
Spokesperson
Negotiator
Coach and motivator
Team builder
Team player
Technical problem solver
Entrepreneur
Strategic planner
Sources of Leader Satisfaction
A feeling of power and prestige
A chance to help others grow and develop
High income
Respect and status
Good opportunities for advancement
A feeling of “being in on” things
An opportunity to control resources
Leader Frustrations
Too much uncompensated overtime
Too many “headaches”
Not enough authority to carry out responsibility
Loneliness
Too many problems involving people
Too much organizational politics
A Framework for Understanding Leadership
Leader characteristics and traits
Leader behavior and style
Group member characteristics
Internal and external environment
Self-management
Commitment
Competence and focus
Courage
Sunday, November 1, 2009
INFLUENCE TACTICS OF LEADERS
Power and Influence
Influence is the ability to affect the behavior of others in a particular direction
Power is the potential or capacity to influence
A leader must acquire power to influence others
A Model of Power and Influence
Essentially Ethical and Honest Influence Tactics
Essentially Dishonest and Unethical Influence Tactics
Machiavellians
People in the workplace who ruthlessly manipulate others. They tend to initiate actions with others and control the interactions. They regularly practice deception, bluffing, and other manipulative tactics.
Influence Tactic Effectiveness
Most-effective tactics:
Rational persuasion
Inspirational appeal
Consultation
Least-effective tactics:
Pressure
Coalition
Legitimating
Sequencing of Influence Tactics
Begin with the most positive, or least abrasive tactic
If necessary, proceed to a stronger tactic
Use a more abrasive tactic such as upward appeal only as a last resort
Begin with low-cost, low-risk tactics
If necessary, proceed to higher-cost, higher- risk tactics
Influence Tactic Direction
The more position power an individual exerts over another, the less the need for caution in the use of influence tactics
Inspirational appeal, ingratiation, and pressure used primarily in a downward direction
Influence Tactic Direction
Personal appeal, exchange, and legitimating used primarily in a lateral direction
Coalitions used most in lateral and upward directions
Rational persuasion used most in an upward direction
Implicit Leadership Theories
are personal assumptions about the traits and abilities that characterize an ideal organizational leader. These assumptions, both stated and unstated, develop through socialization and past experience with leaders. The assumptions are stored in memory and activated when group members interact with a person in a leadership position.
Implicit Leadership Theories (cont’d)
Prototypes are positive characterizations of a leader.
Antiprototypes are traits and behaviors people do not want to see in a leader.
Implicit Leadership Theory Dimensions
Influence is the ability to affect the behavior of others in a particular direction
Power is the potential or capacity to influence
A leader must acquire power to influence others
A Model of Power and Influence
Essentially Ethical and Honest Influence Tactics
Essentially Dishonest and Unethical Influence Tactics
Machiavellians
People in the workplace who ruthlessly manipulate others. They tend to initiate actions with others and control the interactions. They regularly practice deception, bluffing, and other manipulative tactics.
Influence Tactic Effectiveness
Most-effective tactics:
Rational persuasion
Inspirational appeal
Consultation
Least-effective tactics:
Pressure
Coalition
Legitimating
Sequencing of Influence Tactics
Begin with the most positive, or least abrasive tactic
If necessary, proceed to a stronger tactic
Use a more abrasive tactic such as upward appeal only as a last resort
Begin with low-cost, low-risk tactics
If necessary, proceed to higher-cost, higher- risk tactics
Influence Tactic Direction
The more position power an individual exerts over another, the less the need for caution in the use of influence tactics
Inspirational appeal, ingratiation, and pressure used primarily in a downward direction
Influence Tactic Direction
Personal appeal, exchange, and legitimating used primarily in a lateral direction
Coalitions used most in lateral and upward directions
Rational persuasion used most in an upward direction
Implicit Leadership Theories
are personal assumptions about the traits and abilities that characterize an ideal organizational leader. These assumptions, both stated and unstated, develop through socialization and past experience with leaders. The assumptions are stored in memory and activated when group members interact with a person in a leadership position.
Implicit Leadership Theories (cont’d)
Prototypes are positive characterizations of a leader.
Antiprototypes are traits and behaviors people do not want to see in a leader.
Implicit Leadership Theory Dimensions
POWER, POLITICS, AND LEADERSHIP
SOURCES OF POWER
Power may :
-Position power
-Personal power
-Power stemming from ownership
-Power stemming from providing resources
-Power derived from capitalizing on opportunities
-Power stemming from managing critical problems
-Power stemming from being close to power
Four Bases of Position Power
Legitimate power is the lawful right to make a decision and expect compliance
Reward power stems from having the authority to give employees rewards for compliance
Coercive power is the power to punish for noncompliance
Information power stems from formal control over the information people need
Sources of Personal Power
Expert power is the ability to influence others through specialized knowledge, skills, or abilities
Referent power is the ability to influence others through desirable traits and characteristics
Prestige power is power stemming from one’s status and reputation
Ownership Power
A leader’s strength of ownership power depends on
how closely the leader is linked to shareholders and board members
how much money he or she has invested in the firm
Resource Dependence Perspective
An organization requires a continuing flow of human resources, money, customers and clients, technological inputs, and materials to continue to function
Organizational subunits or individuals who can provide these key resources accrue power
Power from Capitalizing on Opportunity
Power can be derived from being in the right place at the right time and taking the appropriate action
Strategic Contingency Theory
Topic is best way to cope with the firm’s critical problems and uncertainties acquire relatively large amounts of power
A subunit can acquire power by virtue of its centrality
Centrality is the extent to which a unit’s activities are linked into the system of organizational activities
Power from Being Close to Power
The closer a person is to power, the greater power he or she exerts
The higher a unit reports in a firm’s hierarchy, the more power it possesses
Empowerment
refers to passing decision-making authority and responsibility from managers to group members. Almost any form of participative management, shared decision making, and delegation can be regarded as empowerment.
Effective Empowering Practices
Factors Contributing to Political Behavior
Pyramid-shaped organization structure
Subjective standards of performance
Environmental uncertainty and turbulence
Emotional insecurity
Machiavellian tendencies
Disagreement over major issues
Power-Gaining Strategies
Develop power contacts
Control vital information
Keep informed
Control lines of communication
Bring in outside experts
Make a quick showing
Remember that everyone expects to be paid back
Relationship-Building Strategies
Display loyalty
Manage your impression
Ask satisfied customers to contact your boss
Be courteous, pleasant, and positive
Ask advice
Send thank-you notes to large numbers of people
Flatter others sensibly
Potential Political Blunders
Criticizing the boss in a public forum
Bypassing the boss
Declining an offer from top management
Putting your foot in your mouth
Unethical Political Tactics
Back stabbing
Embrace or demolish
Setting a person up for failure
Divide and rule
Playing territorial games
Controlling Politics
Be aware of its causes and techniques
Avoid favoritism
Set good examples at the top of the organization
Encourage goal congruence
Threaten to discuss questionable information in a public forum
Hire people with integrity
Power may :
- be granted by the organization
- stem from characteristics of an individual
- stem from ownership
- stem from control of resources
- be derived from capitalizing on opportunity
- stem from managing critical problems
- stem from being close to power
-Position power
-Personal power
-Power stemming from ownership
-Power stemming from providing resources
-Power derived from capitalizing on opportunities
-Power stemming from managing critical problems
-Power stemming from being close to power
Four Bases of Position Power
Legitimate power is the lawful right to make a decision and expect compliance
Reward power stems from having the authority to give employees rewards for compliance
Coercive power is the power to punish for noncompliance
Information power stems from formal control over the information people need
Sources of Personal Power
Expert power is the ability to influence others through specialized knowledge, skills, or abilities
Referent power is the ability to influence others through desirable traits and characteristics
Prestige power is power stemming from one’s status and reputation
Ownership Power
A leader’s strength of ownership power depends on
how closely the leader is linked to shareholders and board members
how much money he or she has invested in the firm
Resource Dependence Perspective
An organization requires a continuing flow of human resources, money, customers and clients, technological inputs, and materials to continue to function
Organizational subunits or individuals who can provide these key resources accrue power
Power from Capitalizing on Opportunity
Power can be derived from being in the right place at the right time and taking the appropriate action
Strategic Contingency Theory
Topic is best way to cope with the firm’s critical problems and uncertainties acquire relatively large amounts of power
A subunit can acquire power by virtue of its centrality
Centrality is the extent to which a unit’s activities are linked into the system of organizational activities
Power from Being Close to Power
The closer a person is to power, the greater power he or she exerts
The higher a unit reports in a firm’s hierarchy, the more power it possesses
Empowerment
refers to passing decision-making authority and responsibility from managers to group members. Almost any form of participative management, shared decision making, and delegation can be regarded as empowerment.
Effective Empowering Practices
Factors Contributing to Political Behavior
Pyramid-shaped organization structure
Subjective standards of performance
Environmental uncertainty and turbulence
Emotional insecurity
Machiavellian tendencies
Disagreement over major issues
Power-Gaining Strategies
Develop power contacts
Control vital information
Keep informed
Control lines of communication
Bring in outside experts
Make a quick showing
Remember that everyone expects to be paid back
Relationship-Building Strategies
Display loyalty
Manage your impression
Ask satisfied customers to contact your boss
Be courteous, pleasant, and positive
Ask advice
Send thank-you notes to large numbers of people
Flatter others sensibly
Potential Political Blunders
Criticizing the boss in a public forum
Bypassing the boss
Declining an offer from top management
Putting your foot in your mouth
Unethical Political Tactics
Back stabbing
Embrace or demolish
Setting a person up for failure
Divide and rule
Playing territorial games
Controlling Politics
Be aware of its causes and techniques
Avoid favoritism
Set good examples at the top of the organization
Encourage goal congruence
Threaten to discuss questionable information in a public forum
Hire people with integrity
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