Professional Documents
Culture Documents
Lesson Frame
I.
II.
III. IV. V. VI. VII. VIII.
IX.
X. XI.
Leadership An Introduction Leadership Styles Power and Influence Tactics Motivation Leadership Traits Emotional Intelligence Leaderships Learning Styles Followership Delegation Group and Team Development Conflict Management
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achieve the organizational goals. Leadership is an interaction between the leader, the followers, and the situation.
Boss says Go!, leader says Lets go!
LEADERSHIP
V I S I O N
A C H I E V E
COMMUNICATE
Leader knows the way, shows the way, & goes the way.
CREDIBILITY
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1.
2.
- Innovate - Develop - Inspire - Have long-term view - Ask what and why - Originate - Challenge statues quo - Do the right things
3.
commanding
Directing and
controlling
Inspiring and mentoring
empowering
Ambitious and humble
1.
Coercive Style
Why: Obtaining immediate compliance from employees. How: Provides clear directives no empathy Tightly control situations Use occasional attention-getting strategies Emphasizes the negative Focus on getting the job done Slogan: Do what I tell you! You must do this NOW!
2.
Authoritative Style
Why: Mobilizing people toward a vision. How: Develop a clear vision Obtain employees perspective Empower and delegate Set standards & monitor performance Use balance of positive & negative feedbacks Slogan: This is where were going & why. Come with me.
3.
Affiliative Style
Why: Promoting harmony and collaboration among employees. How: Promote friendly interactions among employees Put people first & tasks second Try to meet employees emotional needs Identifies opportunities for positive feedback Provide job security & work/life balance Slogan: People come first. Everyone must get along.
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4.
Democratic Style
Why: Building group consensus & commitment through groupmanagement in making decisions. How: Give employees full participation Emphasize the importance of consensus Include all view in the decision-making Listen to employees for ideas Reward group rather than individual Slogan: What do you think Lets see what the group wants to do
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5.
Pacesetting Style
Why: Setting high performance standards and getting quick results from a highly motivated & competent team. How: Lead by example Allow employee work independently Delegates demanding tasks to only outstanding performers Exert tight control over poor performers Promote individual effort rather than teamwork Slogan: Do as I do. This is how it must be done! WATCH ME!
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6. Coaching Style
Why: Developing people for future performance. How: Help employees identify their performance strengths & weaknesses Work with employees to establish long-range goals Encourage employees to solve their own work problem Treat mistakes as learning opportunities Slogan: Try this! Lets see how can I support you!
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7.
1.
influence to build others; and supply needed info & skills. Reward Power: ability to deliver something of value to others (tangible / intangible) due to control over desired outcomes. Coercive Power: ability to administer punishment or to give negative sanctions or removal of positive reinforcements. Referent Power: ability to influence others that arises when one person admires another. Legitimate Power: ability to use rights to prescribe behavior with specified parameters due to organizational role or formal or official authority.
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2.
Influence Tactics
Influence tactics the definition One persons actual behaviours designed to change another persons attitudes, values, beliefs, or behaviours. Types of influence tactics:
Rational persuasion tactic: when an agent uses logical arguments or
factual evidence to influence others. Inspirational tactic: when people make a request or proposal designed to arouse enthusiasm or emotions in targets. Consultation tactic: when agent ask targets to participate in planning and activities. Ingratiation tactic: when agent attempts to get you in a good mood before making a request.
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2.
or authority.
IV. Motivation
Motivation:
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1.
Need Theories
Alderfers ERG Theory
Existence: provision of
relationships.
Growth: desire for
personal development.
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2.
Individual Difference
Values people are motivated to do activities that aligned with their preferable personal or social mode of conducts or end-state of existence.
Achievement orientation the exertion of effort to accomplish socially acceptable endeavors and activities.
Intrinsic motivation behavior seemingly motivated for its own sake, for personal satisfaction, and increased feelings of competence or control one gets from doing it.
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3.
Cognitive Theories
Expectancy Theory The strength of a tendency to act in a certain way depends on the strength of an expectation that the act will be followed by given outcome and on the attractiveness of that outcome to the individual.
Goal Setting Theory The theory that specific and difficult goals, with feedback, lead to higher performance.
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3.
Self-efficacy The individual belief that he or she is capable of performing a task. Equity Theory Individuals compare their job inputs and outcomes with those of other and then response to eliminate any inequities.
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4.
Situational Approaches
Empowerment The delegation by which people are provided autonomy and latitude in order to increase their motivation for work.
Operant approach The motivation by which leaders substitute reward and punishment to change followers behaviors.
Satisfied employees who feel fairly treated by and are trusting of the org are more willing to engage in behaviors that go beyond the normal expectations of their job.
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5.
Intrinsic Motivation
Meaningfulness pursuing a task that matters in the larger scheme of things.
Choice the ability to freely self-select and perform task activities. Competence the sense of accomplishment from skillfully performing chosen tasks or activities.
Performance Dimensions
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6. Why Motivation?
Direct behavior toward particular goals.
a job. Motivated employees are more quality oriented. Motivated workers are more productive.
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Dutiful Outcome-oriented. Unwilling to refuse unrealistic requests. Wont stand up for their staffs, and burn them out as a result.
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VIII. Followership
Followers, rather than representing the antithesis of
constructive advice or even creative solution. Worst followers need to be told what to do, or even dodge the responsibility.
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1.
1.
Followership Styles
Alienated followers
They habitually point out all the negative aspects of the org to others. Leaders often see them as cynical & adversarial.
2.
Conformist followers
The yes-people of the organization. They are really active at doing the organizations work, but they can be dangerous*.
3.
Pragmatist followers
They rarely committed to their groups goals. They have learned not to make new waves, and tend to be only average performers.
4.
Passive followers
They rely on the leader to do all thinking. Lack of enthusiasm, initiative, sense of responsibility. Require constant direction.
5.
Exemplary followers
They are independent, innovative, and willing to assume responsibility and stand up to superiors. They apply their talents for the benefits of the org.
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IX. Delegation
Why: Free time for other activities Develop followers Strengthen the organization
Why not: Delegation takes too much time Delegation is risky The job will not be done as well The task is a desirable one Other are already too busy
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1.
Combined principles of effective delegation Decide what to delegate Decide whom to delegate Make the assignment clear and specific Assign an objective, not a procedure Allow autonomy, but monitor performance Match the amount of responsibility and authority Provide adequate support Avoid upward delegation Give credit, not blame
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1.
Status
Self-esteem Affiliation
Power
Goal Achievement
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2.
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3.
Group Processes
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4.
Strengths
More complete
information Increased diversity of views Higher quality of decisions Increased acceptance of solutions
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5.
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6.
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A TeamEffectiveness Model
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7.
Ten Qualities of effective team player: Demonstrate reliability Communicate constructively Listen actively Function as an active participant Share openly and willingly Cooperate and pitches in to help Exhibit flexibility Show commitment to the team Work as a problem-solver Treat others in a respectful and supportive manner
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1.
assertive
Collaborative
Work together to find a mutually beneficial solution.
Compromising
Find a middle ground in which each party is partially satisfied.
Avoiding
unassertive
Accommodating
Surrender one's own needs and wishes to accommodate the other party.
cooperative
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Conclusion
Leadership is the process, not the position. Use the combination of transactional and transformational.
emotions. Leadership and learnership is indispensable. Keep followers close to the heart & improve them through effective delegation. Establish effective groups and teams to help you achieve the overall goals. Understand the pros and cons conflicts, and apply the appropriate techniques to resolve them.
traditional values of one's clan/ethnic group Idealism, the need for social justice Independence, the need for individuality Order, the need for organized, stable, predictable environments
exercise Power, the need for influence of will Romance, the need for sex Saving, the need to collect Social Contact, the need for friends (peer relationships) Status, the need for social standing/importance Tranquility, the need to be safe Vengeance, the need to strike back
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References
Leadership Skills (textbook)
http://www.openminds.com
http://lowery.tamu.edu http://www.dummies.com
http://hotjobs.yahoo.com
http://wikipedia.org
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