Leadership-Chapter 4 Final Copy
- 1. Chapter 4 Team 4 Happy Life
- 2. “Restore connection’ is not just for devices, it is for people too. If we cannot disconnect, we cannot lead. Creating the culture of burnout is opposite to creating a culture of sustainable creativity. This is something that needs to be taught in business schools. This mentality needs to be introduced as a leadership and performance-enhancing tool.” ~ Arianna Huffington
- 3. Self-Managed Teams Theories of Leaderships Types of Leaders Exemplary Leaders Power Influence Persuading
- 4. “Good leaders will possess good management skills, the converse is not always true.” In the past… - ‘leaders’ & Supervisors use positional power to command and control subordinates’ behaviour. - Relied on promise of rewards and the threat of punishment for employee motivation. - Industrialized economy – thousands of employees that needed to be managed. Today…. “Competitive and fast-paced global economy requires a new organizational model that shares power & capitalizes on the collective wisdom of teams (Guillen, 1994; Senge, 1990).
- 5. SMWT are equally responsible for the entire process: goal setting, creating a plan, task division, & allocating compensation. - Shared power based on competence, expertise, & information and not position - Volunteer for leadership opportunities - Discussions are innovative & dynamic. Individuals share their perspectives to collaboratively find the best solutions.
- 6. • Managerial Grid to graphically represent the balance between task and relationship. Best leaders have a high concern for both people and production or results (Blake and Mouton, 1961). • Friendly & non-confrontational: people > production • Authority to enforce compliance (norm): production > value of people • Impoverished management style: passive and detached from people and tasks
- 7. • A consistent set of innate traits that set leaders apart from followers • Mann (1959) and Stogdill (1948): Great leaders are born with certain characteristics • 5 factor model of personality to examine leadership qualities • Openness • Conscientiousness • Extraversion • Agreeableness • Neuroticism
- 8. • Certain styles of leadership work better depending on the specific task, composition, and context of the group. • Matching leader behaviors with the context is important. • Contingency theories rest upon the assumption that leadership styles must adapt to changing team conditions in order to be most effective.
- 9. Leaders are defined by two things: • The amount of direction they give • The amount of support they give
- 11. - Emphasizes the emotional and social intelligence of leaders. - Strong leaders are able to manage their moods. - Requires intentional leadership development. 1. Where am I now? 2. Where do I want to be in the future? 3. What do I need to do to get there?
- 12. - Emphasizes the relationship between leaders and direct reports. - Requires periods of reflection and renewal. - Emphasizes the importance of coaching with compassion. 1. What do you want to achieve personally and professionally? 2. How can I help you achieve those goals? 3. Are you open to me giving you specific feedback and suggestions for growth?
- 13. 1. Model the Way Finding your voice and value Title yourselves Behavior matches their words 2. Inspire a Shared Vision Enlist others in common vision Foresee the possibility
- 14. 3. Challenge the Process Always test your system Learn from mistakes 4. Enable Others to Act Recognizing the contributions Emotional connection 5. Encourage the Heart Collaboration Be involved
- 15. Leaders may have power for many different reasons: • A position • Job title • Experts • Members admire them • The ability to fire you • The ability to give a bonus Leadership and power are closely linked. People tend to follow those who are powerful. And because others follow, the person with power leads.
- 16. “ The fundamental concept in social science is power, in the same way that energy is the fundamental concept in physics” ~ Bertrand Russell 1. Reward power 2. Coercive power One of the most notable studies on power was conducted by social psychologists John French and Bertram Raven, in 1959. They identified five bases of power: 3. Legitimate power 4. Expert power 5. Referent power
- 17. Description: People in power are often able to give out rewards, such as raises, promotions, desirable assignments, training opportunities, and even simple compliments. If the reward is perceived as valuable and the request is reasonably attainable, individuals will comply. Otherwise, your power weakens. Problems: 1. You may not have as much control over rewards as you need 2. You may not have complete control over salary increase
- 18. Description: Stems from the power to punish others. Threats and punishments such as being fired, demoted, denied privileges, and given undesirable assignments. Problems: 1. It can be subject to abuse 2. It can cause unhealthy behavior 3. Dissatisfaction in the workplace
- 19. Description: This type of power is based on the job title or the position. For example, a president, prime minister, and CEO. Problems: 1. If you lose the title or position, legitimate power can instantly disappear, since others were influenced by the position, not you. 2. It can be unpredictable and unstable
- 20. Description: People will probably listen to you if you have knowledge and skills that enable you to understand a situation, suggest solutions, use solid judgment, and generally outperform others. •You can take your confidence and reputation for rational thinking to expand them to other subjects and issues •Expert power is one of the best ways to improve your leadership skills
- 21. Description: Referent power is a source of power that is established by those who are charismatic and well-liked by others. Problems: 1. It can be a big responsibility because you do not necessarily have to do anything to earn it 2. It can be abused quite easily. For example: Someone who is likable but lacks integrity and honesty may rise to power and use that power to hurt people as well as gain personal advantages
- 22. - Consultation - Ingratiation - Exchange - Collaboration - Legitimating - Coalition - Pressure - Apprising - Rational Appeal - Personal Appeal - Inspirational Appeal https://www.youtube.com/watch?v=Q8NdH3fRujw&feat ure=share_email
- 23. 4 Basic Components: 1. Establish credibility 2. Find common Ground 3. Provide Evidence 4. Connect emotionally
- 24. According to Conger (1998), credibility comes from : a) Intellectual competence • It is demonstrated every time a member makes a significant contribution to the group. b) Interpersonal competence • The ability to work collaboratively with others will go long way toward building a relational trust. c) Personal character • Members are highly valued when they demonstrate honesty, consistency, and reliability.
- 25. • Effective persuasion requires the ability to frame suggestions in terms of their benefit to the whole group. • The most effective persuaders are students of human nature who seeks to understand the concerns and interests of others before advocating their own agenda. • They are active listeners who collect data through meetings. • Allows for compromise and collaborations.
- 26. What evidence do you have for you position? - Solid data provides the justification for group decisions. - Sharing knowledge empowers the rest of the group. Numbers and data are important but: - Stories bring numbers to life. Make data more complete by using: - Metaphors, analogies, and anecdotes. - Customer testimonials Example: Subway used Jared and Showed his weight lose journey.
- 27. Emotional connection is needed to ensure commitment. Inspirational appeal engages people on an emotional level. - 90% commitment, 10% compliance, and 0% resistance (Falbe, & Yukl, 1992). Must be able to accurately read emotions of audience. - Observing non-verbal messages - Reading between the lines of questions and comments Each environment will dictate the correct level of emotional expression needed.
- 28. - Each group divide and face each other - Work together to lower stick to the ground Rules: - Index finger must remain touching the stick at ALL TIMES - Stick must rest on TOP of their fingers at ALL TIMES - No grabbing or finger curling!
- 29. - “Team leadership is the practice of enlisting and overseeing others in the pursuit of shared goals.” - There are many different types of leadership that each have their own advantages. The important thing to know is that a good leader will: • Create cohesion within a team • Inspire others • Show the way to achieve a shared goal • Influence and persuade in an effective and positive way
Editor's Notes
- #5: Managers focus on: Planning Organizing Controlling Individuals Leaders fcus on: Inspiring others Shared Vision Fostering communication Networking Cohesion