Leadership & Navigation Flashcards
Daniel Goleman’s Leadership Approach ‘coercive’
Imposes a vision and Demands that the team follow a vision or solution
*Sometimes has a negative connotation but is needed in times of crisis
Daniel Goleman’s Leadership Approach ‘authoritative’
Leader Proposes a bold vision and invites the team to join this challenge
*Sometimes has a negative connotation but is needed in times of crisis
Daniel Goleman’s Leadership Approach ‘affiliative’
Leader Creates strong relationship with and inside the team, encouraging feedback
Daniel Goleman’s Leadership Approach ‘democtratic’
Leader invites followers to collaborate and commits to acting in consensus
Daniel Goleman’s Leadership Approach ‘pacesetting’
Leaders sets a model for high performance and challenges followers to meet these expectations
*For fast paced environments
Daniel Goleman’s Leadership Approach ‘coaching’
Leader Focuses on developing team members skills
Leadership Theories ‘Trait Theory’
Leaders possess cerain innate characteristics that followers do not posses
*Leaders are born–which could discourage leader development by implying that the ability to lead cannot be acquired with study or practice.
Leadership Theories ‘Behavioral Theory’
Leaders influence group members through certain behaviors
Behavioral Theory ‘Blake Mouton’
Country Club: low task, high relationship (Build relationships but no work)
Impoverished: low task, low relationship (Delegate and disappear)
Authoritarian: high task, low relationship (Ppl do what they are told w/o question and tend not to foster collaboration
Middle-of-road: midpoint on both task and relationship (Get work done but not leaders–on a success path to being leaders)
Team Leaders: high task, high relationship (Lead by example, foster team environment, encourage individual/team development)
Leadership Theories ‘Situational Theory’
Leaders can flex their behaviors to meet the needs of unique situations, employing both task or directive behaviors and relationship or supportive behaviors with EEs.
Situational Theory ‘Hersey Blanchard’
As team members grow in skill and experience, leaders supply the appropriate behavior:
Telling: EE is not yet motivated or competent
Selling: EE still needs focus and motivation
Participating: EE can be included in problem solving
Delegating: Very competent EE can have autonomy
*Think of new ppl that join: first you tell them what to do, then you sell them on why its important, then you allow them to participate in meetings, then they have full autonomy.
Situational Theory ‘Fiedler Contingency’
Leaders change the situation to make it more favorable or more likely to produce good outcome.
- Favorableness occurs when:
- Leader-member relationships are strong
- Task structure and requirements are clear
- Leader can exert necessary power to reach goals - Unfavorable Situtations must be changed to improve group effectiveness, this can include:
- Improving relationship between leader and team
- Changing aspects of the task (brekaing it down into pieces)
- Increasing or decreasing the leaders exercise of power
Situational Theory ‘Path Goal’
Leader performs the behavior needed to help EEs stay on track toward their goals.
Directive: help the EE understand the task and goal
Supportive: try to fulfill EEs relationship needs
Achievement: motivate by setting challenging goals
Participative: provide more control over work and leverage group expertise
Emergent Theory
Leaders are not appointed but emerge from a group.
*The group chooses the leaders based on interactions.
Types of Power
Using power to influence others requires understanding types of power:
Legitimate: created formally through title or position (Queen/King)
Reward: created when the leader can offer something in exchange ($$)
Expert: when a leader is recognized as intelligent (Scientist)
Referent: created by the force of the leaders personality (Charm)
Coercive: when the leader has power to punish (Police/Auditor)
Ways of Persuading
Reasoning: explain one’s view logic
Visions and Values: appeal to mutual visions
Reciprocity: banking favors so that one can ask for a favor in the future
Trade: use expertise to fulfill anothers needs
Motivation Theories ‘Theory X Theory Y’
Theory X: leaders micromanage because they believe ppl do not like to work and must be controlled and forced to work.
Theory Y: leaders believe that EEs dislike rigid conrols and want to accomplish something, so leaders have a more participative style.
Motivation Theories ‘Needs Theory’
Individuals are motivated by a desire to satisfy certain needs, understanding these needs allows leaders to offer the right incentives and create the most motivational external environments.
Motivation Theories ‘Needs Theory (Maslow)’
5 Basic Categories of needs must be met in ascending order:
Physiologial (basic needs related to survival)
Safety & Security
Belonging and love
Esteem (self esteem and admiration from others)
Self actualization (need to fill ones potential)
Motivation Theories ‘Needs Theory (Herzberg)’
Behvaior is drvien by intrinsic factors (innate desires) and extrinsic factors (workplace hygiene)
Intrinsic: challenging work, meaningful impact of work, recognition.
Extrinsic: job security, pay, conditions
*Satisfying hygiene factors can remove some areas of discontent that interfere with motivation, BUT satisfactory workplace conditions are not enough in themselves to create motivation.
MOTIVATION is created by appealing to INDIVIDUAL DESIRES/NEEDS
Motivation Theories ‘Needs Theory (McClelland)’
Individuals are motivated by 3 basic desires
Achievement: accomplishment–an assignment that will require and call attention to EEs abilities
Affiliation: feeling part of a group–incorporate socialization opportunities into team schedules
Power: influence or control over others–tasks that they can control and direct
Motivation Theories ‘Needs Theory (Self Determination)’
Individuals are motivated by innate needs, such as competence (McClellands achievement) and relatedness (McCllelands affiliation) but also by needs for:
Autonomy: the need to feel that one has control over ones life.
Purpose: sense that ones actions have effects beyond the individual or the workplace
Motivation Theories ‘Expectancy Theory’
Effort increases in relation to ones confidence that the behavior will result in a positive outcome and reward.
Expectancy: with reasonable effort, EE can succeed
Instrumentality: success will result in reward
Valence: the reward is meaningful to EE
Motivation Theories ‘Attribution Theory’
The way a person interprets the causes for past success or failure is related to the present level of motivation
Motivation Theories ‘Attribution Theory (Heider/Weiner)’
Success or failure can be attributed to internal factors or external factors. Internal factors may be under the EEs control but external factors are beyond EEs control.
Internal: can be done because it has been done before
External: beyond the EEs control, like a good/bad
manager
*Leaders can create opportunities for success for less experienced employees, perhaps by providing more resources, coaching, and guidance.
Motivation Theories ‘Goal Setting Theory’
Motivation can be increased by providing EEs with goals against which they can assess their achievement.
Employees should be involved in designing goals and supported in achieving their goals.
What does Leadership Style Affect?
- EEs ability to make decisions that affect their work
- EEs sense of responsibility to the orgz or team
- The standards EEs seek to meet or exceed
- EEs belief that the will be rewarded for their work
- An understood mission and shared values
- A feeling of commitment to a shared goal
Universal Characteristics of Leaders
Define Leadership: trustworthy, honest, positive, encouraging
Detract Leadership: Asocial, noncooperative, egocentric
Formal Organizational Features
Formal aspects of an orgz are usually documented in orgz charts and policies, in announcements and handbooks, and in orgz reports to stakeholders.
- Reporting lines
- Strategy, mission, vision
- SOP on decision making
- Assessment shaping events
Informal Oganizational Features
Informal ogz structures are more challenging to learn because they are often based on interpersonal relationships that are complex and subtle and can change frequently.
- Values and beliefs of an orgz
- Communication methods
- Social networks
- Cross orgz relationships
Motivation
Understanding why ppl behave the way they do helps leaders influence behavior by appealing to the right needs in the right way.
Equity Theory
Motivation is based on EEs sense of fairness–when they believe they are being compensated and treated fairly, motivation will be maintained.
Transactional Leader
- Emphasizes leaders preference for order and structure
- More common in military and large multinational orgz
Transformational Leader
- Emphasized leaders ability to inspire EEs to embrace change
- Encourages communication, cooperation, collaboration
Leader-Member Exchange
- Focuses on 2 way relationship between leaders and chosen EEs
- Can contribute to growth and productivity but can also create in groups and out groups
Servant Leader
- Leaders goal is to serve the needs of their EEs
- Leaders tend to be more empathetic and more trusted by EEs
Personal Leadership Qualities
- Self Motivated
- Self Disciplined
- Comfortable with Tasking Risk: put your opinion out there–having data to back up your proposal, persuading, influencing, building a business case *THEME ON EXAM
- Commited to Continous Learning: important to keep evolving, change
- Embody Growth Mindset: Ensure we are encouraging our EEs to continue to grow and learning as well
