Leadership Flashcards
What is leadership
About coping with change Establish direction with a vision Align resources and inspire workers to complete the vision
Leadership is the ability to influence a group toward the
achievement of a vision or a set of goals
What is Management
About coping with complexity Brings about order and consistency Draws up plans, structures, and monitors results
Most organizations are over-managed and under-led.
Case: Toby Johnson (A)
PepsiCo’s Leadership Development Program (LDP)
Johnson finds that her youth, inexperience, and outsider status, not her gender, are hurdles to be overcome to win the workers’ allegiance.She does so in part by meeting one-on-one with every employee and introducing innovations such as pairing a shift worker with a manager in coleadership roles
empowerment.
FritoLay Williamsport Plant:
Family**, People, work ethic, give power people, video
PepsiCo
Williamsport joined the Team 4-Ward proof of concept in
2009
Johnson leveraged Frito-Lay’s Continuous Improvement
Master Trainer (CIMT) program to train team members
◦ First time in PepsiCo history that a CIMT graduating
class was comprised exclusively of front-line employees
Invictus
freedmon, walk into vote.. something about mascot?
Nelson Mandela is elected President of South Africa, a
racially divided country that could easily have slipped into
civil war. He rejects revenge and emphasizes forgiveness,
reconciliation, and unity
Leadership Theories Implications
Impact
Universal Situation Contingent
Leader Implication: Selection
Traits Implication: Placement
Leader Implication: Training
Behavior Implication: Differential Training.
Traditional Theories of Leadership:
Traits—The Big Five
Differentiate leaders from non-leaders by
focusing on personal qualities and characteristics
◦ Extraversion has strongest relation to leadership
◦ Conscientiousness and Openness to Experience also
strongly related to leadership
◦ Agreeableness and Emotional Stability are not
correlated with leadership
book:Traits are better at predicting leader emergence than leader effectiveness
Traditional Theories of Leadership:
Behavioral Theories
Assumes people can be trained to lead
Researched the behaviors of specific leaders
Provides the basis of design for training programs
Ohio State Studies
◦ Initiating Structure—Consideration
Developed two categories of leadership behavior
Initiating structure - attempts to organize work, work relationships, and goals
Consideration - concern for followers’ comfort, well-being, status, and satisfaction
U of Michigan
◦ Production Oriented—Employee Oriented
Employee-oriented - emphasize interpersonal relations
Production-oriented - emphasize the technical or task aspects of the job
Employee-oriented behavior leads to higher productivity and satisfaction
Blake and Mouton’s Managerial Grid (?)
◦ Concern for Production—Concern for People
◦ Try to emphasize both
Practices of exemplary leaders
Challenge the process Inspire a shared vision Enable others Model the way Encourage the heart
The Leadership Practices Inventory (LPI)
360-degree assessment tool 5 practices: Model the Way Inspire a Shared Vision Challenge the Process Enable Others to Act Encourage the Heart
Fiedler Leadership Model
Contingency Theories
Least-Preferred Co-worker (LPC) determines leadership style (fixed trait) ◦ Relationship oriented ◦ Task oriented Match leader’s style with degree of situational control: ◦ Leader-member relations ◦ Task structure ◦ Position power
Fiedler Model: Matching Leaders to
Situations *graph - Either change leaders or the situation
to improve effectiveness
book:Effective group performance depends on the proper match between the leader’s style and the degree to which the situation gives control to the leader
Least-preferred co-worker (LPC) questionnaire used to determine basic leadership style (assumes this style is fixed)
Fiedler Contingency Dimensions:
Dimensions define the key situational factors that determine leadership effectiveness:
Leader-member relations
Task structure
Position power
Joe Clark Leadership Style
Lean on Me
mean, priciple football coach, security, get rid of bad kids, state of emergency, he is the boss hnic
ghosts: raise, take control of yourself
Behaviors to Avoid
Bullying behavior in the workplace worsens morale and productivity 1. After encountering the person, do people feel oppressed, humiliated or otherwise worse about themselves? 2. Does the person target people who are less power than him/her? • Insults • Violation of personal space • Unsolicited touching • Threats • Sarcasm • Flames • Humiliation • Shaming • Interruption • Backbiting • Glaring • Snubbing
Leader-Member Exchange
(LMX) Theory
(Contingency Theories)
Leaders treat followers differently
In-group members:
◦ Close to leader in attitude or personality
◦ Have more of the leader’s attention
◦ Get special privileges
◦ Have higher performance ratings
◦ Lower turnover
◦ Greater satisfaction
*graph: While the leader does the choosing, it is the
followers’ characteristics that drive the decision
book:
Charismatic Leadership Tactics (CLTs)
book:
Followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviors
Articulates an appealing vision
Communicates high performance expectations and expresses confidence that followers can attain them
Conveys, through words and actions, a new set of values and sets an example for followers to imitate
Engages in emotion-inducing behavior to demonstrate courage and convictions about the vision
Leaders don’t necessarily act in the best interest of the organization
Use organizational resources for personal benefit
Remake companies in their own image
Allow self-interest and personal goals to override organization’s goals
Non-verbal
Animated voice
Facial expressions
Gestures
Verbal Metaphors, similes, analogies Stories and anecdotes Contrasts Rhetorical questions Three-part lists Expressions of moral conviction Reflections of the group’s sentiment The setting of high goals Conveying confidence that they can be achieved
Charisma and Situational Dependency Charisma strongly correlated to high performance and satisfaction Best used when: ◦ Environment is uncertain or stressful ◦ Ideology is involved Most closely associated with upper level executives Can be abused
How does transformational
leadership differ from
transactional leadership?
Transactional leaders - motivate their followers in the direction of established goals by clarifying role and task requirements
Transformational leaders - inspire followers to transcend their own self-interests for the good of the organization
Followers are encouraged to be more innovative and creative
Followers pursue more ambitious goals and have more personal commitment to them
Vision engenders commitment from followers and greater sense of trust
