Chapter 11: Leadership in Organization -​ Proactivity

-​ Trustworthiness & authenticity

Nature of Leadership -​ Emotional intelligence
Leadership
-​ Ability to inspire confidence and Leadership Behaviors and Styles
support among the people on whose
competence and commitment Behavioral approach to leadership - an
performance depends attempt to specify how the behavior of
-​ Influences others to achieve goals effective leaders differs from their less
important to them and the effective counterparts
organization
-​ Helps in organizational effectiveness Leadership style - the relatively consistent
by using desirable personal pattern of behavior that characterizes a
attributes to achieve good results leader. Much of this consistency occurs
-​ Effective leadership = attributes x because a leadership style is based
results somewhat on an individual’s personality

Leadership traits and characteristics Pioneering Studies

-​ Logical way to understand Initiating Structure - the degree to which the
leadership: examine the traits of leader establishes structure for group
effective leaders members:
-​ The way a leader is perceived often ●​ assigning task
depends on their traits ●​ specifying procedures
-​ Confident leader could be ●​ scheduling work
seen as an effective leader ●​ clarifying expectations
-​ Research shows that effective
leaders stand out because they have Consideration - degree to which the leader
special qualities creates an environment of emotion support,
-​ Traits influence how leaders act, and warmth, friendliness, and trust:
their actions affect team ●​ friendly and approachable
performance ●​ looking out for the personal welfare
-​ Cognitive and personality traits of the group
●​ keeping the group informed of new
Cognitive skills developments
-​ Mental abilities ●​ doing small favors for
-​ Problem-solving skills groupmembers
-​ Creativity, and openness to
experiments Consideration is more strongly related to
-​ Technical and professional satisfaction with the leader and job
competence satisfaction in general. Initiating structure is
slightly more strongly related to the job
Personality Traits performance of leaders, as well as group
-​ Self-awareness and organization performance.
-​ Self-confidence
A dominant finding of the Michigan studies -​ Open to new ideas and multiple
was that the most productive work groups perspectives
tended to have leaders who were employee
centered rather than production centered Contingency Theories of Leadership
-​ According to contingency theory of
Production-centered managers leadership, the best style of
-​ set tight work standards, organized leadership depends on factors
task carefully, prescribed work relating to group members and the
methods, and supervises closely work setting.
-​ Contingent or Flexible leadership
Employee-centered managers means doing the right thing at the
-​ encourages participative goal-setting right time.
and decision-making, fosters high -​ A major contingency factor involves
performance by harnessing trust and the needs of the group
mutual respect
1.​ FIEDLER’S CONTINGENCY
Servant leadership THEORY OF LEADERSHIP
-​ One who serves constituents by ➢​ the best style of leadership is
working on their behalf to help them determined by the leader’s
achieve their goals, not the leader’s work situation
own goals. ➢​ specificies the conditions
-​ Focus on developing people under which leaders should
-​ Use their talents to help use task and relationship
group members motivated styles
-​ More accurately categorized as a ➢​ leadership style and the
related set of behaviors than a pure situation are measured
style through questionnaires
➢​ measures the leader’s style
Mindfulness as a leadership behavior by means of the
Mindfulness least-preferred coworker
-​ concentrating on the present scale (LPC)
moment without making judgments
about what is happening LPC - coworker with whom he or she would
-​ Has traits and engages in behaviors least like to work. Ratings of coworkers are
that have long been associated with made on a scale of polar-opposite
successful leadership, such as being adjectives
observant, self-disciplined, and
attentive to details that could affect People who describe their least-preferred
important outcomes. coworker in relatively positive terms are
relationship-oriented.
Behaviors of a mindful leader
-​ Calm and has clarity and focus People who described their least-preferred
-​ Listens carefully coworker in relatively negative terms are
-​ Better memory task-oriented.
Situational Control behavior and performance
-​ Degree to which the leader can
control and influence the outcomes ●​ The In-Group
of group effort ○​ Given additional rewards,
responsibility, and trust in
Measurements of situational control are exchange for loyalty and
based on: performance
1.​ Leadership-member relations - do ○​ Have attitudes and values
group members support and accept similar to the leader
the leader? ○​ Interact frequently with the
2.​ Task structure - are tasks clearly leader
identified? ○​ Members become part of a
3.​ Position power - does the leader smoothly functioning team by
have the authority to reward or the formal leader
punish?
●​ The Out-Group
Task-motivated style ○​ Treated in accordance with a
-​ Best when the leader has very high more formal understanding of
or very low control of situation superior-subordinate
relations
Relationship-motivated style ○​ Have less in common with
-​ Best when the situation is under the leader
moderate of intermediate control ○​ Operate somewhat detached
with the leader
Practical application of Fiedler’s Theory: ○​ Members are less likely to
a.​ improving relationships with group experience good teamwork
members ●​ Despite consequences of positive
b.​ enhancing task structure by leader-member exchanges, most
providing more guidelines and supervisors are not overly influenced
instructions by them in making performance
c.​ requesting more position power from evaluations
the organization ●​ Supervisors can overcome biases to
make objective evaluations
Leader-member exchange model ●​ Communication frequency
Leaders do not relate to each group moderates relationship between
member in the same manner leader-member exchanges and
●​ Leaders develop unique working performance evaluations
relationship with each group ●​ LMX has a positive relationship with
member task performance, but has a
●​ Leader’s first impression of a group negative relationship with
member’s competency heavily counterproductive performance (ie. if
influences where a member belongs. you have good quality relationships,
●​ Quality of relationship with a you’re less likely to be
manager has a big impact on job counterproductive
 ●​ LMX prompted high task survives able to articulate a
performance, but not vice versa. group’s shared yet
unexpressed feelings and
develop a mission that
Crisis Leadership inspires others
●​ Considered a contingency ●​ Engage in sensemaking
leadership because the situation ○​ leaders play a major role
(crises) would demand that the when searching for answers
leader emphasize certain behaviors, to make sense of what is
attitudes, and traits happening
●​ Process of leading group members ○​ has to disseminate
through a sudden, largely information to make
unanticipated, extremely negative, constituents understand
and emotionally upsetting situations
circumstance ●​ Lead with compassion
○​ displaying compassion for
COMPONENTS OF CRISIS LEADERSHIP the concerns, anxieties, and
●​ Provide directive leadership frustrations of group
○​ leader should take decisive members is a key
action to remedy the situation interpersonal skill for crisis
○​ graver the crisis, the leader leadership
has less time to consult a ○​ compassionate leadership
wide array of people that brings about
○​ wide communication should organizational healing
come after formulation of the involves taking some form of
plan to reassure group public action that eases pain
members and other and inspires others to act as
stakeholders well
○​ Two actions:
●​ Project self-confidence and ■​ create an
trustworthiness environment in which
○​ most people rely on a strong the workers who
person when faced with experience or witness
turmoil pain can freely
○​ displaying self-confidence discuss how they feel
also contributes directly to (meeting)
directive leadership ■​ create an
○​ displaying trustworthiness is environment in which
helpful because crisis causes the workers who
doubt/skepticism experience or witness
●​ Exert emotional intelligence pain can find a
○​ how a leader handles their method to alleviate
emotions can determine own suffering
whether the company
 ●​ Divide Major problem into smaller ○​ By finding the work
chunks environment pleasant and
○​ leader acts like a skilled expressing happinesss
manager by giving workers
bits of major problem to work CHARISMATIC LEADERSHIP
on so that they feel less ●​ Key characteristic of charismatic
overwhelmed by the crisis leaders is their vision
○​ when an obstacle is ○​ offers a vision of where the
perceived as being too large, organization is headed and
too complex, or too how to get there
challenging, workers might ○​ this inspires employees to
feel overwhelmed and freeze perform well
in their tracks ○​ will often use input from
workers to craft their visions
Transformational Leadership so that the vision will appear
●​ Transformational Leader - one who more realistic
helps organizations and people ●​ Charasmatic leaders:
make positive changes in the way ○​ are masterful communicators
they conduct their activities. ○​ at their best, inspire trust
●​ Charisma is a major contributing ○​ are energetic and use an
factor to transformational ledership action-oriented leadership
●​ It focuses on raising the level of style
motivation and morality of the ○​ are adept at managing their
leaders and follower through a high impression well
level of influence. ●​ Recognize that self-development
●​ It can develop new visions for a firm plays a major role
and mobilize employees to work for ●​ 4 major contributors to developing
these visions. one’s potential as a leader:
●​ Transformation takes place in one or ○​ Acquire a good education,
more of the following ways: both formal and informal
○​ By using culture change ■​ schooling at all levels
○​ By getting people to and regular
transcend their self interests acquisition of
○​ By helping workers to adopt knowledge
a long-rance, broad ○​ Broad experience
perspective ■​ work experience in a
○​ By committing to greatness variety of settings
○​ By encouraging high helps develop a
performance through broader perspective
engaging in worthwhile ○​ To be guided by a mentor
exchanges with group ■​ mentor provides
members tutoring, coaching,
guidance, and
emotional support
●​ Obtaining feedback on your
performance
○​ feedback can come from a
boss, mentor, coworker,
customer, or subordinate
○​ not all feedback can be taken
seriously, but when there is
consistency in feedback from
several people, it might serve
as a call to action