Leadership art and science chap 1234

8/12/2019 Leadership art and science chap 1234

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Leadership Lecturer: Nguyen Thuy Tran


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Chapter 1: Definition and

Significance of Leadership


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1.1 Definition of leadership- Leading: as guiding and directing on a course andas serving as a channel.Elements of leadership :1. Ledership is a phenomenon2. Leadership is goal directed and action oriented3. The presence of leaders assumes some form of

hierachy within a group

1. Effective Leadership


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A Leader : as any person who influencesindividuals and groups within an organization,helps them establish goals, and guides the towardachievemnt of those goals, thereby allowing themto be effective.


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a. Fred Fiedler:Leadership effectiveness is in terms of goupperformanceLeaders are effective when their group performs

wellb. Robert Houses Path -Goal Theory:

Leadership effectiveness considers followersatisfaction

Leaders are effective when their followers aresatisfied.

1.2. Definition of Effectiveness


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c. Others working on transformational andvisionary models

Effectivenss as the successful implementation oflarge scale change in an organization


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1.3 The importance of leaders

a. To keep groups orderly and focused:Individuals have common goals, needs, andaspirationLeaders need to pull the members together,organize, and coordinate their efforts

b. To accomplish tasks:Leaders provide groups with goals, directions, andcoordinate activities to get accomplishments


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c. To make sense of the world:Groups and leaders provide members with aperceptual check

d. To be romantic ideals:Leaders represent people and symbolize their own,cultures ideals and accomplishments


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2.1 Uncertainty:Creates presessure for quick responses andsolutionImplementing new methods of leadership makesdealing with complexity and uncertainty.

2. Obstacles to effective leadership


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2.2 Rigid and unforgiving:Some organizations do not allow for mistakes andexperimentation in short term

2.3 Old ideas and simplistic solutions:They are used as temporary solutionsNew and complex problems needs suitable ideasand solutions


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2.4 Culture:Leaders face resistance created by the establishculture when trying new ideas and experiment withnew methods.

2.5 The findings of academic research: Academic research sometimes do not clarify theapplication of their research.They are inaccessible to practitioners


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Managers LeadersFocus on present Focus on futureMaintain status quo and stability Create change

Implement policies and procedures Initiate goals and strategiesMaintain existing struture Create a culture based on shared valueRemain aloof to maintain objectivity Establsish an emotional link w followersUse position power Use personal power

2. Leadership and management


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Leaders have long term and future-oriented

perspectives and provide a vision for followersManagers take short term perpectives and focus onroutine issues within their department and groups An effective and successful managers can be

considered a leader, a less competent manager isnot a leader.


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3.1 Mangerial rolesRoles : The sets of expected behaviors ascribed tothem by virtue of their leadership position

Leaders are ascried strategic and external rolesProvide their organization vision and mission

3. Roles and functions of leaders


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Henry Mintzberg: 10 managerial roles/activities- Figurehead, leaders, liaison, monitor, disseminator,spokesperson, entreprenuer, distubance handler,resource allocator, and negotiator

Sally Helgesen: Gender differences have differentleadership styles


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Men:- Identity was tied directly to ther job- Feel isolated- Have a complex network of colleagues outside work- Prefer face to face interaction


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Women:- Face to face communicaiton- Report work with calm

- Not consider unscheduled events to beinterruptions- Reported working at a number of non-work-relatedactivities

- Cultivate multifaceted identities do not feelisolated


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3.2 Functions of the leader:Creation and maintenance of an organizationalcultureWorkoholic and control oriented leaders theorganization is centralized and make decisions fastParticipative and team oriented leaders the

organization will be decentralized and open Leaders passion will traslate into organizational

mission


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Leaders are role models for organizationalmembers

Humphery: Leaders manage the emotions of groupmemberLeaders accept responsibility for ones action Leaders decide reward system:

- Rewards: financial and nonfinacial afford


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Leaders make decisions for the organization aboutit structure and strategy

- Decentralized and organic structure is the result of

an open and participative structure- Centralized structure is result of mechanistic

culture


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Summary:Leaders create and maintain organizational culturethrough:

- Role modeling- Reward system- Hiring decision- Strategy and structure


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4. Leadership make a different 4.1 Arguments regarding the impact ofleadershipa. Leadership is insignificant

Outside environmental factors affect organizationsmore than leadershipInternal structure and strategy determine thecourse an organization takes.


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Leadership accounts for only 7 to 15 percent offinancial performanceLeaders have little discretion to make a real impact

Leadership is a romantic myth rather than anactual organizational factor.


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b. Leadership has an impactLeadership is one of the many important factors Leadership is key in providing vision and direction.

Leadership can account for up to 44 percent of afirms profitable Leadership is critical in orchestrating change.Leaderships impact is moderated by situationalfactors


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4.2 Reconciling the differencesLeadership is one of many factors that influencethe performance of a group or an organizationLeaders contribution provides a vision anddirection for followers and integrates their activities


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A leader does have limited power and discretion

over the group and the organization (chapter 3,7)Lacking of leadership emphasizes the importanceof followers in the success of leadership and theneed to understand organizations as broad systems


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5.2 Factors fueling changes: 4 factorsa. Increased organization:

Fierce international competions needs new

solutionsIt demands new leadership roles and procedure


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b. Worldwide political changes:Increase global and local competitionChanges in technologies,

Reconsider quality of services and products;customer service and public awareness


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c. Demographic changesDemographic factors: age, ethnic, gender, orcultural background

Increase diversity in the various groups andorganizationsLeaders must consider this diversity when makingdecisions


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d. Employee expectation:Increase number of women in the workplaceEmployees attain increased level of education

Younger employees expect participation and autonomyThey expect fast promotion, challenges, training, andwork-life balance Leaders need to listen to and address the needs of

nonhomogeneous group


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5.3 Barriers to changeFinanc ial pressure: causes autocratic leadersaffecting employee motivation and loyalty

Top management remains a one person show: Oldculture, traditional hierachical barries, and etcEmployees are still rewared for individualperformance even though they work in a team


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Chapter 2: The global and

cultural contexts


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1.1 Definition and characteristicsa. Definition of Culture:

A set of norms, customs, values, and assumptions

that guides the behaviors of a particular group ofpeople

b. Characteristics of culture:Includes lifestyle of a group

Shared by member of a group

1. Definition and level of culture


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PermanentPassed down form one generation to another

Culture affects how people view the world and howthey think, and therefore shape behavior.Culture is also dynamic and changes over time asmembers adapt to new event and their

environment


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1.2 Levels of culture : 3 levelsa. National culture:

Set of values and beliefs shared by people within anation

b. Group culture:Different ethnic and other cultural group that live ina nation (gender, religious, and racial differences)


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c. Organizational culture:Set of values, norm, and beliefs shared bymembers of an organization.Organizations develop a unique culture sharingcommon values and beliefs about work-relatedissues


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Different organizational cultures have differentmodels of leadership effectiveness All three levels of culture shape peoples views and

expectations of their leaders.


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2.1 Halls high -context and low-contextculture frameworka. High-context culture:

Leaders rely on context including nonverbal cuesand situational factors to communicate with othersThey use personal relationship to establishcommunication and understand world around them

Middle East, Asia, Africa, and South America

2. Models of national culture


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b. Low-context cultureLeaders focus on explicit, specific verbal, andwritten messages to understand people and

situation.North America and much of Western Europe


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Leaders need to face the difference betweenhigh and low context when they interact with thecultures.


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2.2 Hofstedes five cultural dimension: 5dimensions- Individualism

- Power distance- Uncertainty avoidance- Masculinity- Time orientation


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a. Individualism:

The extent to which individuals or a closely knitsocial structureLeads to reliance on self and focus on individualachievement.


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b. Power distance:The extent to which people accept unequaldistribution of power.

c. Uncertainty avoidance:The extent to which the culture tolerates ambiguityand uncertainty


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d. MasculinityThe extent to which assertiveness andindependence form other is valued

e. Time orientationThe extent to which people focus on past, present,or future


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2.3 Harry Triandis cultural dimensionsa. Individualistic:

Focus on the individual where each person isconsidered unique based on accomplishment andperformanceEach individual are considered equal to otherswithout a strong hierarchy


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b. Collectivistic:Strong group feeling with clear rank and statusdifferentiation among group membersMember feel obligation to obey authority andscarify themselves for the group

All member in group are equal


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2.4 Trompenaars Dimension of culture

a. Incubator cultures:Individual-orientedFocus on taking care of individual needs.Leaders removes obstacles.

b. Guided Missile:Performance-orientedLeaders as a guide

Focus on achieving common goal Incubator and guided missile are egalitarianculture


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c. Family:Power orientedLeader is a strong, caring parentFocus on building relationships

d. Eiffel TowerRigid and robustLeader is undisputed, legitimate boss

Focus on rational performance


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2.5 Global leadership and organizationalbehavior effectiveness researchCulture affects what leaders do and howorganizations are structured and managed

U.S is among the highest in assertiveness andperformance orientationU.S fall in the middle in all the other dimensionUnderstand table 2-3, p. 37.


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3.1 Gender and leadershipa. Francis, Nancy, and Barbara:

Gender and leadership:

- Consider a female style of leadership- Women are at the center rather than at the top- Their employees can access to them- Do not feel isolated

3. Group culture: Gender anddiversity


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b. Carol SmithFemale bosses tend to be better mangers,advisors, mentors, and rational thinkers.

Whether women and men lead differently ornot, there are differences between them in term ofthe presence and power each group has inorganizations.


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3.2 Causes of gender differences in leadershipGender differences in leadership stylesBalancing work and homeWomen are less committed to work and career

Women have less experience in organizationWomen quit their job more often


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Women are less educatedBlatant and subtle discriminationPersistent gender stereotypesGlass ceilingCultural factors


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Encourage people acquire in-depth knowledgeabout all the culture they faceUnderstand culture differences and their impact onbehavior to interact with and leader others.


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f d l d h


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1.1 The trait Era: late 1800s to Mid 1940sLeaders are bornLeaders were endowed with special qualities thatallowed them to lead othersLeaders are more sociable, aggressive, and lively

1. History of modern leadershiptheory: Three eras


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1.2 The behavior era: Mid-1940s to Early1970s

Emphasizes what an effective leader doesBehaviors can be observed, measured, taughtLeadership is a learned or acquired skill: offeringtraining and educational programsLearning is the most important element to preparepeople to become better leaders


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Leadership makes a difference in the effectivenessof groups and organizationsPersonal and situational characteristics affectleadership effectiveness


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2.1 Great Man theory Assumes that the traits of leadership are intrinsicGreat leaders are born not made

Great leaders as those who are destined by birth tobecome a leader

2. Early theories


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2.2 Contingency theoriesa. Feidlers Contingency theory

Effective leadership depends not only on the styleof leading but also on the control over a situation

Needs :- Good leader-member relations- Task with clear goals and procedures- The ability for leaders to establish rewards and

punishments.


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He uses the least preferred coworker (LPC) todetermine a leaders style and motivation Motivation: task motivation (low LPC) orrelationship motivation (high LPC)

Task motivated:- Self-esteem from completion of task- Focus on task first- Hash with failing employee- Considers competence of coworkers to be key trait- Enjoy details


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2.3 Transactional leadership theoriesExchange theories of leadership, are characterizedby a transaction made between the leader and thefollowers

Values a positive and mutually beneficialrelationship


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Leaders must find a mean to align to adequately

reward (or punish) his follower.Seek to maximize pleasurable experiences and todiminish un-pleasurable experiences.


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2.4 Transformational leadership theories A leader interacts with others and is able to createa solid relationship increasing trust, motivation,

both intrinsic and extrinsic.Leaders transform their followers through theirinspirational nature and charismatic personalitiesRules and regulations are flexible, guided by group

norms


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a. Leader and member exchange theoryHow leaders maintains leadership through workingwith their supporters

Leaders form special relationship with a smallgroup of followers: The in-groupThe in-group is trusted and gets more time andattention from the leaders (more exchange)


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All others are out of the in-group, get less theleaders attention, and have formal relation withthe leader (fewer exchange)


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2.5 Situational Theories:Leaders choose the best course of action basedupon situational variablesDifferent styles of leadership may be moreappropriate for certain types of decision-making


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2.6 Participative Theories: An ideal leadership style is one that takes the inputof others into account

Leaders encourage participation and contributionsfrom group membersLeaders help group members feel more relevantand committed to the decision-making process


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Chapter 4: Individual Differences


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Chapter 4: Individual Differencesand Traits

1 Elements of Individual Difference


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1.1. Two determinants of individualcharacteristics

Heredity and Environment:

a. Heredity: consist of individuals gene pool,gender, race, end ethnic background. b. Environment : include physical location, family,culture, religion, education, and friends

1. Elements of Individual DifferenceCharacteristics


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1.2 Interaction between heredity andenvironment

Environment and social conditions canreinforce generic patterns to influence a leaderspersonality, the education system, and parentalupbringings.


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1.3 Fours individual difference characteristicsa . Demographic factors : such as age, and ethnicbackgroundb. Values: are stable, long-lasting beliefs endpreference about what is worthwhile and desirable c. Personality : is a stable set of physical andpsychological characteristics that make each personunique.


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d. Abilities and Skills Ability , or aptitude , is a natural talent for doingsomething mental or physical, such as intelligence

A skill is an acquired talent that a person developsrelated to a specific task. Ability is somewhat stable over time, skills

change with training and experience from one task toanother


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When situations provide little guidance, a personsindividual characteristics an have a strong impactWhen the situations provide strong behavioralcues, most people behave according to the cuesCues : signal what behaviors and actions areexpected and appropriate.


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1.5 Individual characteristics provide a rangeIndividual characteristics: personality traits,values, demographic factors, and abilities and skillsRange:

- Zone of comfort : includes a range of behaviors thatcome naturally and feel comfortable to perform

- Zone of discomfort : behaving out side of comfortzone is difficult, needs practices, and might not be

able in some case.


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An effective learning tool is that people needmove outside the comfort zone to grow up

The behaviors in discomfort zone challengepeople and push them to their limits.


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1.6 Traits revisited: A fresh look at leadersindividual characteristics and behaviorsKirkpatrick and Locke (1991): listed key traitsneeded for effective leadership

- Drive, which includes motivation and energy- Desire and motivation to lead- Honesty and integrity- Self-confidence

- Intelligence- Knowledge of business


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Traits of intelligence and drive : cannot be gainedthrough trainingTraits of knowledge and self-confidence : can beacquired with time and appropriate experience

Trait of honesty : is a simple choiceTrait of integrity and honesty : a key factor inleadership

2 Demographic characteristics of


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Kurt, Boone, and Fleenor : Survey on 800 U.Sleaders

- All were male- They were first born in two-parent- They had middle-class family- 90% of them were married with median age of 58- They are religious

2. Demographic characteristics ofleaders


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3.1 Value system and culturePeople have personal value system around whichthey prioritize their actionsFactors influences on an individuals values:

- Gender:> Women: tend to place higher value on family andsocial issues

> Men: focus on economic problems

3. Value


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Cultural differences:- Culture values indicate what a cultural groupconsiders important and desirable- The cultural values form the basis for a leaders

individual value system- Euro-American cultures: value individuality- Collectivist cultures: place a higher values on

community


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3.2 Generational differencesTaylor and Morin (2009): United State believeyounger generation has

- Worse moral values

- Less respect for others- Lower work ethics than their parents


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Older generation consider (Tyson, 2002)- Loyalty- Regular work hours- Consistent attendance- Less optimistic and confidence about future


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Younger generations consider (Tyson, 2002)- Hop from one job to another- Work odd shift

- Rely on technology- Work late into the night- May not consider traditional 8-hour workday


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4.1 Intelligence:Traditional definition:

The complex task of leading requires a person with acognitive ability to remember, collect and integrate

information, analyze problems, develop solutions,and evaluate alternatives.

4. Abilities and skills


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Read others emotions and feel empathy for them Build strong relationship

Conflict resolution and negotiation- Understand table 4-2, p.113


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4.3 CreativityCreative leaders share 4 characteristics

- Perseverance in the face of obstacles and self-confidence.

- Willingness to take risks- Willingness to grow and openness to experience- Tolerance of ambiguity

4 4 Skill


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4.4 SkillsLeadership skills: three types

- Technical skills:Knowledge of the job process, method, tools, andtechniques- Interpersonal skills:

Communication, conflict management, negotiation,team building- Conceptual skills:- Problem solving, logical thinking, decision making,

creativity, reasoning in general

5 R l li i


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5.1 The big five personality dimensionsTable 4-4, p.117

- Conscientiousness- Extraversion/introversion- Openness to experience- Emotional stability- Agreeableness

5. Relevant personality traits


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5.2 Other personality traitsa. Locus of control An indicator of an individuals sense of control overthe environment and external events

Internal locus : many events around people are aresult of their actions.External locus : Events in peoples lives to forcesexternal to them (luck, other powerful people,

religious faith)


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b. Type A:Shows a high need for controlFour general characteristics :

- Time urgency- Competitiveness- Polyphasic behaviors- Hostility


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Work-related behaviors:- Poor delegation- Like to work alone- Jump into action- Set high goals- Hard working- Experience more stress


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c. Self monitoring:People are an open book, and their behaviors isconsistent in many different situations

d. Machiavellian personality: An individuals willingness to put self -interest andhis or her performance above the interest of thegroup and a persons ability to influence andmanipulate other for personal gain


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e. NarcissismPeople who have an exaggerated need to be thecenter of attention, an oversized sense of self-importance, and a limited ability to think aboutothers.

6. Characteristics of leaders who


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An abrasive, intimidating styleColdness and arroganceUntrustworthinessSelf-centeredness and overly political behaviorsPoor communicationPoor performanceInability to delegate

fail

Leadership art and science chap 1234

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