High Performance Leadership (Cases 1-3)

Front 1

Theory

Back 1

1. consists of variables and relationships among them.
2. meant to summarize empirical knowledge and to provide a basis for explanation, prediction, and control.
3. Good theory is practical in some way or another.
4. Scientists view all theory as being “wrong” and in need of elaboration and/or revision. There is no such thing as “definitive” theory.

Front 2

Knowledge

Back 2

1. Time-bound and changes
2. Need to constantly update your knowledge and skill in key areas

Front 3

Phases of Leadership Research

Back 3

1. Trait
2. Style
3. Situational

Front 4

Trait-Based

Back 4

A. Assumes leader’s key personality traits and skills
1. Are fixed and not changeable
2. Affect group performance
3. Generally ignores the effects of the followers and the situation on group performance.
4. Has few theoretical or practical implications
5. An evolutionary dead end

Front 5

Ways to Improve a Leader’s Effectiveness

Back 5

1. Make the leader change
2. Leader Match
3. Situational Engineering

Front 6

Garbage In, Garbage Out

Back 6

A. Another Trait Approach
B. It may be easier to select good followers (or employees) than to create them
C. Good follower/employee selection should be based upon:
1. Technical and conceptual ability
2. Human relations ability and disposition toward future coworkers
3. Work ethic/intrinsic motivation

Front 7

Dimensions of Leader Behavior

Back 7

From Style-Based Leadership Research
1. Consideration
2. Initiating Structure

Front 8

Views on Leadership vs. Management

Back 8

1. “… leadership and management are two distinctive and complementary systems of action”. Kotter
2. Leadership is one of ten roles that are performed by managers during the course of doing their jobs. Mintzberg

Front 9

Role of Leader

Back 9

1. Set direction/visions
2. Align Employees
3. Motivate & Inspire

Front 10

Role of Manager

Back 10

1. Plan & Budget
2. Organize & Staff
3. Control

Front 11

Manager's Roles

Back 11

1. Job
2. Informational Roles
3. Decision-Making Roles

Front 12

Manager's Job

Back 12

1. Interpersonal Roles
2. Figurehead
3. Leader
4. Liaison

Front 13

Role of Manager - Informational Roles

Back 13

1. Monitor
2. Disseminator
3. Spokesperson

Front 14

Role of Manager - Decision-Making Roles

Back 14

1. Entrepreneur
2. Disturbance Handler
3. Resource Allocator
4. Negotiator

Front 15

Basis of All Relationships

Back 15

1. Trust
2. Psychological Contracts

Front 16

Trust

Back 16

Perceived
1. Ability or competence
2. Benevolence
3. Integrity

Front 17

Types of Trust

Back 17

1. Calculus-Based (transactional)
2. Identification-Based (relational)

Front 18

Transactional Contracts (Type of Psychological Contract)

Back 18

1. Economic Factors
2. Fixed and short-term
3. Static, rarely changing
4. Narrow
5. Well-defined

Front 19

Relational Contracts (Type of Psychological Contract)

Back 19

1. People
2. Open-minded
3. Dynamic, frequently changing
4. Broad and Pervasive
5. Highly subjective

Front 20

Past Group-Based Models

Back 20

1. Assumed “average leadership styles”
2. Leader-Member Exchange (Graen)

Front 21

Understand Your Boss' Context - Managing Your Boss

Back 21

1. His/her goals and objectives
2. The pressure on him/her
3. His/her strengths, weaknesses, and blind spots
4. His/her preferred work style

Front 22

Understanding Yourself - Managing Your Boss

Back 22

1. Your own strengths and weaknesses
2. Your personal style
3. Your predisposition toward dependence on authority figures

Front 23

Your Boss & You - Managing Your Boss

Back 23

1. Fit - Fits both person’s needs and styles
2. Expectations - Is characterized by mutual expectations
3. Informed - Keeps your boss informed
4. Honesty - Is based upon dependability and honesty
5. Selective - Selectively uses your boss’s time and resources

Front 24

Culture

Back 24

1. The learned beliefs, values, rules, norms, symbols, and traditions that are shared by a group of people.
2. dynamic (not static).
3. Typically transferred to others through a process known as socialization
4. Creates a frame of reference through which life experiences are understood and given meaning.
5. an inherently cultural phenomenon

Front 25

Ethnocentrism

Back 25

The natural tendency of people to consider their own culture as superior to that of others and to use their culture as the basis for perceiving and judging others

Front 26

Dimensions of Country Culture

Back 26

A. Uncertainty Avoidance
B. Power Distance
C. Institutional Collectivism
D. In-Group Collectivism
E. Gender Egalitarianism
F. Assertiveness
G. Future Orientation
H. Performance Orientation
I. Humane Orientation

Front 27

Supposedly Universally Desirable Leadership Attributes

Back 27

A. Trustworthy
B. Foresight
C. Positive
D. Confidence builder
E. Intelligent
F. Win-win problem solver
G. Administratively skilled
H. Excellence oriented
I. Just
J. Plans ahead
K. Dynamic
L. Motivational
M. Decisive
N. Communicative
O. Coordinative
P. Honest
Q. Encouraging
R. Motive arouser
S. Dependable
T. Effective bargainer
U. Informed
V. Team builder

Front 28

Supposedly Universally Undesirable Leadership Attributes

Back 28

A. Loner
B. Irritable
C. Ruthless
D. Asocial
E. Nonexplicit
F. Dictatorial
G. Noncooperative
H. Egocentric

Front 29

Global Leadership Styles

Back 29

A. Charismatic
B. Team-Oriented
C. Participative
D. Humane-Oriented
E. Autonomous
F. Self-Protective

Front 30

Leadership Replacement” Framework (From Howell et al)

Back 30

A. Leadership Substitute Characteristics
B. Leadership Neutralizers Characteristics
C. Leadership Enhancer Characteristics

Front 31

Leadership Substitute Characteristics

Back 31

1. Subordinate
a) Close Knit Teams
b) Employee Competence/Ability
c) Employee Independence
d) Extensive Professional Education
2. Task
a) Degree of Intrinsic Task Satisfaction
b) Computer technology
c) Degree of Task-Provided feedback
3. Organizational
a) Procedures, Rules, etc

Front 32

Leadership Neutralizers Characteristics

Back 32

1. Task
a) Physical Distances
2. Subordinate
3. Organizational
a) Reward Systems
b) Chronic Bypassing of Management Structure

Front 33

Leadership Enhancer Characteristics

Back 33

1. Task
a) Physical Distances
2. Subordinate
a) Cohesive Work Groups with Strong Pro-Management Norms
3. Organizational
a) Reward Systems
b) Leader Access to Information and Higher Management levels

Front 34

Key Leadership Substitute or Enhancer

Back 34

Socialization

Front 35

Socialization

Back 35

A process in which new organizational members are taught what are believed (by current organizational members) to be the correct ways of perceiving, thinking, and feeling about their experiences in the organization

Front 36

Components of Culture

Back 36

1. Artifacts
a) Definition
(1) What you can see
b) Types
(1) Visible organizational structures and
(2) Visible organizational processes
2. Espoused values
a) Expressed strategies,
b) Expressed goals, and
c) Expressed philosophies
3. Basic underlying assumptions
a) Taken-for-granted perceptions
b) Taken-for-granted thoughts, and
c) Taken-for-granted feelings

Front 37

Culture Types - Competing Values Framework of Organizational Cultures

Back 37

1. Clan
2. Hierarchy
3. Adhocracy
4. Market

Front 38

Dimensions - Competing Values Framework of Organizational Cultures

Back 38

1. Flexibility and Discretion versus Stability and Control
2. Internal versus External Focus

Front 39

Clan Culture

Back 39

Flexible, Internal

Front 40

Adhocracy Culture

Back 40

Flexible, External

Front 41

Hierarchy Culture

Back 41

Stable, Internal

Front 42

Market Culture

Back 42

Stable, External

Front 43

Competing Values Framework

Back 43

Clan (FI) Adhocracy (FE)
Heirarchy (SI) Market (SE)

Front 44

Examples of Organizational Culture Components

Back 44

A. Routine Behaviors
B. Norms
C. Dominant Values
D. Philosophy
E. Rules of the Game
F. Feeling or climate of the organization

Front 45

Successful Socialization Is Reflected In

Back 45

1. Understanding of Culture, Perceived Control
a) A feeling of comfort and control
2. Internalized Values
3. Role Clarity
4. High Work Motivation
5. Commitment to Organization
6. High Performance
7. Job Satisfaction
8. Attendance, Tenure

Front 46

Unsuccessful Socialization Is Reflected In

Back 46

1. Misunderstanding of Culture, Tension, Perceived Lack of Control
2. Rejection of Values
3. Role Ambiguity and Conflict
4. Low Work Motivation
5. Lack of Commitment to Organization
6. Low Performance
7. Job Dissatisfaction
8. Absenteeism, Turnover

Front 47

Steps of Organizational Socialization

Back 47

1. Selection
2. Humility Inducing Experiences
3. On-the-Job Training
4. Rewards refined to reinforce behavior
5. Adherence to values enables the reconciliation of personal sacrifices
6. Reinforcing folklore
7. Consistent Role Models
8. Deselect (Occur at any time)