Leadership

Front 1

Yukl's definition of leadership

Back 1

Leadership is the process of influencing others to understand and agree about what needs to be done and how to do it, and the process of facilitating individual and collective efforts to accomplish shared objectives.

Front 2

Max De Pree's Definition of leadership

Back 2

Define Reality
Service to followers
Say "Thank You"

Front 3

Lipman-Blumen's Perspective on Leadership

Back 3

Leadership is a responsibility - not a privilege

The valuable "inconvenience" of leadership

Front 4

Managerial Position Duties and Responsibilities

Back 4

Some People Decide Money Can Represent Caring, Committment and Appreciation.

Supervising, Planning and Organizing, Decision Making, Monitoring Indicators, Controlling, Representing, Coordinating, Consulting, Administering.

Front 5

Mintzberg's Managerial Roles

Back 5

DIPIR

Decision Making Roles: Enreprenuer, Disturbance handler, resource allocator, negotiator

Information processing roles: Liaison, Monitor, Dissemenator, Spokesperson

Interpersonal Roles: Liaison, Firgurehead, Leader.

Front 6

Ohio State University Studies

Back 6

Consideration (Concern for People) = Lower turnover

Initiating Structure (Concern for Task) = High Turnover (small correlation)

There is a point where "C" no longer influences turnover intentions and grievances.

Questionnaire of 150 leadership behaviors given to military and civilian personnel to measure. (LBDQ, SBD, SBDQ, LBDQ XII)

Fleishman (1953)

Front 7

Michigan Leadership Studies

Back 7

Meant to find out what behaviors differentiated effective managers from ineffective ones.

Findings:

Effective managers do not do the same tasks as subordinates

1. Task oriented behaviors: Planning, Scheduling, Coordinating activities, providing supplies, equipment, and technical assistance.

2. Relations-Oriented Behaviors: Supportive and helpful, showing trust and confidence,acting friendly and considerate, trying to understand subordinate problems.

3. Participative Leadership

Front 8

Blake and Mouton's Managerial Grid Quadrants

Back 8

1,9: Country Club
1,1: Impoverished
5,5: Middle of the Road
9,9: Team Management
9,1: Authority Compliance

Vertical Axis: Concern for People

Horizontal Axis: Concern for Production

Front 9

Guidelines for Recognizing

Back 9

1. Recognize a variety of contributions and achievements
2. Actively search for contributions to recognize
3. Recognize specific contributions and achievements
4. Recognize improvements in performance
5. Recognize commendable efforts that failed
6. Provide recognition that is sincere
7. Provide recognition that is timely
8. Use a form of recognition appropriate for the person and situation.

Front 10

Vroom-Yetton Model of Leadership decision making.

Back 10

Continuam of influence from no influence from other to high influence from others.

1. Autocratic
2. Consultation
3. Joint Decision
4. Delegation

Decision processes are explained through situational variables that affect potential benefits.

Front 11

Vroom-Yetton participative decision procedures

Back 11

Autocratic
AI - Leader makes decision w/o additional information
AII - Leader seeks information and makes decision alone

Consultation
CI - Leader shares problem with others individually and makes decision alone
CII - Leader shares problem with others collectively and makes decision alone

Join Decision
GI- Group discusses problem collectively and makes decision together.

Delegation

Front 12

Vroom-Yetton Explanatory processes that effect decision choice

Back 12

Understanding the problem
Integrative problem solving
Identification with solution
Procedural Justice (Most Important)

Front 13

Situational variables on the vroom-yetton model that affect explanatory processes

Back 13

Importance of the decision
Distribution of knowledge
Goal congruence
Time Pressure
Member traits and values

Front 14

Potential Benefits of participative decision making

Back 14

High decision quality
High decision acceptance
High satisfaction
More skill development

Front 15

Potential advantages of delegation

Back 15

Improvement in decision quality
Greater subordinate commitment
Making subordinates jobs more interesting, challenging, and meaningful
Improved time management
Important form of management development

Front 16

What to delegate

Back 16

Tasks that a subordinate can do better
Tasks that are meaningful to a subordinates career
Tasks that are urgent but not high priority
Tasks of appropriate difficulty
Both pleasant and unpleasant tasks
Tasks not central to a manager's role

Front 17

How to delegate

Back 17

Specify responsibilities clearly
Provide adequate authority and specify limits of discretion
Specify reporting requirements
Ensure subordinate acceptance of responsibilities
Inform others who need to know
Arrange for the subordinate to receive necessary information

Front 18

How to manage delegation

Back 18

Monitor progress in appropriate ways
Provide support and assistance, but avoid reverse (taking back) delegation
Make mistakes a learning experience

Front 19

Is there a curvilinear relationship between consideration and initiating structure activities?

Back 19

There is a positive correlation between consideration behaviors and employee satisfaction and a small negative correlation between IS activities and satisfaction. Most researchers have not measured for a correlation between the two.

Front 20

McClelland's motivation research and test used.

Back 20

McClelland tested the personality traits of leaders to determine why people take leadership roles. The thematic apprehension test asks managers to tell stories regarding specific pictures which are then encoded to determine the subjects need for achievement, power, and affiliation. Effective managers in large organizations have a strong need socialized power, a moderate need for achievement, and a small need for affiliation.

Front 21

Great Man Approach

Back 21

Leaders are "born, not made"
Posses special traits (Physical, cognitive, personality)
Early Traits (drive, valor, forcefulness, dominance, intelligence, decisiveness, physical strengh, adaptable)

Front 22

Three factor taxonomy of skills

Back 22

TIC

Technical Skills
Interpersonal Skills
Conceptual Skills

Front 23

Correlates to advancement found in Miner's Research

Back 23

Miner's research used sentence completion to determine that managers in large organizations found success because they had high power orientation, a desire to compete with peers,and a positive attitude toward authority figures. Advancement was not correlated with desire to stand out from the group, excellence in administrative functions, and assertiveness.

Front 24

Effective skills identified in Critical incidents research

Back 24

TIC II - Measured with a behavioral event interview

Traits: Strong efficiency orientation, strong socialized power orientation, high self confidence, strong belief in self-efficacy, internal locast of control

Interpersonal skills of effective managers: Strong oral presentation skills, Strong interpersonal skills, ability to manage group processes, ability to build member identification and team spirit

Conceptual skills of effective managers: Inductive Reasoning, Deductive reasoning.

Front 25

Purpose of assessment centers and related activities in AC's.

Back 25

AC's use interviews, surveys, speech critiques, tests, and other measurements to determine the potential of individuals to enter management careers. Research has resulted in recognizing the desire for advancement, dominance, interpersonal skills, cognitive skills, and administrative skills as success factors after 8 years. It also found that a strong achievement orientation, self confidence, energy level, and a low need for security predict success after 20 years. It is important to note that situational variables, such as working in organizations that encourage the development of management skills also influenced the success of the individual.

Front 26

Categories of Relations Oriented Behaviors

Back 26

1. Supporting
2. Recognizing
3. Developing

Front 27

Supporting behaviors

Back 27

Reduce the amount of stress on the job
Help a person cope with stress
Creates less absenteeism, less turnover, less alcoholism, and less drug abuse.
More satisfied subordinates w/ management
Increase Self confidence
Increase stress resistance
Are not strongly correlated with worker performance.

Front 28

Guidelines for Supporting

Back 28

1. Show acceptance and positive regard
2. Be polite and considerate, not arrogant and rude.
3. Treat each subordinate as an individual
4. Remember important details about the person
5. Be patient and helpful when giving instructions or explanations
6. Provide sympathy and support when a person is anxious or upset

Front 29

Developing Behaviors

Back 29

Coaching, mentoring, and career counseling.

Benefits include: better job adjustment, more skill learning, greater self-confidence, and faster career advancement for the employee. For the company, benefits include higher employee commitment, higher performance, and better preparation for advancement.

Front 30

Guidelines for coaching and mentoring

Back 30

1. Help the person identify relevant strengths and weaknesses.
2. Help the person find ways to acquire necessary skills and knowledge
3. Encourage attendance at relevant training courses.
4. Suggest specific things taht could help to improve the overall person's performance.

Front 31

Three major forms of recognizing

Back 31

Praise, Rewards, and Recognition Ceremonies.

Front 32

Guidelines for Recognizing

Back 32

1. Recognize a variety of contributions and achievements
2. Actively search for contributions to recognize
3. Recognize specific contributions and achievements
4. Recognize improvements in performance.
5. Recognize commendable efforts that failed
6. Provide recognition that is sincere
7. Provide recognition that is timely
8. Use a form of recognition appropriate for the person and situation

Front 33

Big Five Personality Traits

Back 33

1. Openness to experience
2. Agreeableness
3. Extroversion
4. Conscientiousness
5. Emotional Stability

Front 34

Advantages of Delegation

Back 34

Improvement in decision quality, time management, and employee commitment. Makes subordinate jobs more interesting and is an important form of management development.

Front 35

What to delegate

Back 35

Tasks that can be done better by a subordinate.
Task relevant to a subordinates career
Tasks that are urgent but not high priority
Tasks of appropriate difficulty
Tasks not central to a manager's role
Both pleasant and unpleasant tasks

Front 36

How to delegate

Back 36

Specify responsibilities clearly
Provide adequate authority and specify limits of discretion
Specify reporting requirements
Ensure subordinate acceptance of responsibilities
Inform others who need to know
Arrange for the subordinate to receive necessary information

Front 37

How to manage delegation

Back 37

Monitor progress in appropriate ways
Provide support and assistance, but DO NOT reverse delegate (Take the responsibility back)
Make mistakes a learning experience

Front 38

Benefits of using participation in decision making

Back 38

1. Higher Decision Quality
2. Higher Decision Acceptance
3. More satisfaction with the decision process
4. More development of decision making skills

Front 39

Potential problems of participative leadership

Back 39

1. Goal incongruence
2. Lack of cooperation
3. Differing perceptions of the problem

Front 40

What is a contingency . theory

Back 40

Contingency theory is theory based on the idea that the outcomes of a leader's traits and behaviors are affected by situational moderator variables.

Front 41

Types of contingency theories

Back 41

1. Path-Goal Theory
2. Situational leadership theory
3. Leader substitutes theory
4. Multiple linkage model
5. LPC Contingency Theory
6 Cognitive resources theory

Front 42

LPC

Back 42

Least Preferred Co-worker. Refers to the contingency theory proposed by Fiedler that suggests that Leader member relations, task structure, and position power effect the effectiveness of managers with high and low LPC scores.

Front 43

High LPC Score

Back 43

Indicates that a leader is primarily motivated to have close interpersonal relationships with people

Front 44

Low LPC Score

Back 44

Indicates that a leader is primarily motivated by achievement of objectives.

Front 45

Path-Goal Theory

Back 45

Path goal theory suggests that the role of the leader is to "increase personal payoffs to subordinates for work-goal attainment, make the path to these payoffs easier to travel by clarifying it, and increase the opportunities for personal satisfaction with the leader.

Leadership behaviors such as supportive leadership, directive leadership, participative leadership, and achievement oriented leadership are affected by task characteristics and subordinate characteristics.

Front 46

Expectancy Theory

Back 46

xpectancy theory predicts that employees in an organization will be motivated when they believe that:
putting in more effort will yield better job performance
better job performance will lead to organizational rewards, such as an increase in salary or benefits
these predicted organizational rewards are valued by the employee in question.

Vroom’s model is based on three concepts: [2]
Valence - Strength of an individual’s preference for a particular outcome. For the valence to be positive, the person must prefer attaining the outcome to not attaining it.
Instrumentality – Means of the first level outcome in obtaining the desired second level outcome; the degree to which a first level outcome will lead to the second level outcome.
Expectancy - Probability or strength of belief that a particular action will lead to a particular first level outcome.
Vroom says the product of these variables is the motivation.

Front 47

Criticisms of the LPC

Back 47

1. LPC is a measure in search of a meaning
2. Some octants are not supported by research
3. Some leaders who have high LPC scores may be effective in low LPC quadrants
4. Person may move along the high/low LPC continuum.
5. Neglects Medium LPC leaders that probably outnumber high and low LPC leaders.

Front 48

Predictors of managerial derailment

Back 48

1. Emotional instability
2. Defensiveness
3. Lack of integrity (too much ambition to get ahead, untrustworthy)
4. Lack of interpersonal skills (prone to outbursts)
5. Reliance on technical and cognitive skills

Front 49

Guidelines for encouraging participation

Back 49

1. Encourage people to express their concerns
2. Record ideas and suggestions
3. Look for ways to build on ideas/suggestioins
4. Be tactful in expressing concerns about a suggestion
5. Listen to dissenting views without getting defensive
6. Try to utilize suggestions and deal with concerns
7. Show appreciation for suggestions

Front 50

Situational Leadership Theory

Back 50

Hersey and Blanchard (1977) proposed a theory that stated that leaders should use a mix of relational and task oriented behaviors to manage subordinates on the basis of their maturity. HIgh task and high relations for low maturity subordinates and low task and low relations behaviors for highly mature employees.

Front 51

Kelly's article - In praise of followers: Types of followers and their descriptions

Back 51

1. Sheep: tend to lack initiative and sense of responsibility. They perform tasks assigned to them and stop when completed
2. Yes People: Tend to be lively but an un-enterprising group. They are dependent on a leader for inspiration, they can be aggessively deferential, even servile.
3. Alienated followers: Tend to be critical and independent in their thinking but passive in carrying out their role. They are often cynical, and at times sink gradually into a more disgruntled acquiescence.
4. Survivors: People to tend to sample the wind and live by the slogan "better safe than sorry." They are adaptive to surviving change.
5. Effective followers: They tend to think for themselves, and carry out their tasks with energy and assertiveness. They are also risk takers, self starters, and independent problem solvers.