Difference between revisions of "Leadership Quarter"

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#*[[Charismatic leadership theory]]. A [[leadership theory]] that states that followers make attributions of heroic and extraordinary leadership abilities when they observe certain behaviors.
 
#*[[Charismatic leadership theory]]. A [[leadership theory]] that states that followers make attributions of heroic and extraordinary leadership abilities when they observe certain behaviors.
 
#*[[File:Leader-member-exchange.png|400px|thumb|right|[[Leader-member exchange theory]]]][[Leader-member exchange theory]]. The [[leadership theory]] that says leaders create [[ingroup]]s and [[outgroup]]s and those in the [[ingroup]] will have higher performance ratings, less turnover, and greater [[job satisfaction]].
 
#*[[File:Leader-member-exchange.png|400px|thumb|right|[[Leader-member exchange theory]]]][[Leader-member exchange theory]]. The [[leadership theory]] that says leaders create [[ingroup]]s and [[outgroup]]s and those in the [[ingroup]] will have higher performance ratings, less turnover, and greater [[job satisfaction]].
#*[[Hersey-Blanchard Situational Leadership Theory|Situational leadership theory]] ([[Hersey-Blanchard Situational Leadership Theory]]). A leadership contingency theory that focuses on followers' readiness.
 
 
#*[[Trait theory of leadership]]. One of theories that consider personal qualities and characteristics that differentiate leaders from nonleaders.
 
#*[[Trait theory of leadership]]. One of theories that consider personal qualities and characteristics that differentiate leaders from nonleaders.
 
#*[[Leader-participation model]]. A leadership theory that provides a set of rules to determine the form and amount of participative decision making in different situations.
 
#*[[Leader-participation model]]. A leadership theory that provides a set of rules to determine the form and amount of participative decision making in different situations.

Revision as of 01:03, 5 December 2018

Leadership Quarter (hereinafter, the Quarter) is a lecture introducing the learners to team management primarily through key topics related to leadership. The Quarter is the last of four lectures of Team Quadrivium, which is the sixth of seven modules of Septem Artes Administrativi (hereinafter, the Course). The Course is designed to introduce the learners to general concepts in business administration, management, and organizational behavior.


Outline

Workforce Arrangements Quarter is the predecessor lecture. In the enterprise planning series, the previous lecture is Relationship Management Quarter.

Concepts

  1. Leadership. A process of influencing a group to achieve a vision or set of goals, as well as the ability to do so.
    • Authentic leadership. Leadership expressed by those who know who they are, know what they believe in, and act on those values and beliefs openly and candidly.
    • Socialized charismatic leadership. A leadership concept that states that leaders convey values that are other-centered versus self-oriented and who role-model ethical conduct.
    • Strategic leadership. The ability to anticipate, envision, maintain flexibility, think strategically, and work with others in the organization to initiate changes that will create a viable and valuable future for the organization.
    • Visionary leadership. The ability to create and articulate a realistic, credible, and attractive vision of the future that improves upon the present situation.
  2. Influence direction.
  3. Leadership role. A specific action or behavior expected of and exhibited by a leader. Besides some or all managerial roles, leaders are often serve as coaches, troubleshooters, and, after changes, are expected to exhibit initiating structure behaviors.
  4. Leader credibility. The degree to which followers perceive someone as honest, competent, and able to inspire.
    • Credibility. The quality of being trusted and believed in.
    • Global mind set. Attributes that allow a leader to be effective in cross-cultural environments.
  5. Leadership orientation.
  6. Leader-member relations. (1) The degree of confidence, trust, and respect subordinates have in their leader; (2) One of initial situational contingencies of the Fiedler contingency model that describes the degree of confidence, trust, and respect employees have for their leader.
    • Consideration. The extent to which a leader is likely to have job relationships characterized by mutual trust, respect for subordinates' ideas, and regard for their feelings.
  7. Trust. A positive expectation that another will not act opportunistically. For a leader, trust is the belief in the integrity, character, and ability to lead.
  8. Trust component. A part or element of trust.
    • Integrity. (1) The quality of being honest and having strong moral principles; moral uprightness; (2) The state of being whole and undivided.
    • Leader competence. The ability to lead successfully.
    • Consistency. Conformity in the application of something, typically that which is necessary for the sake of logic, accuracy, or fairness.
    • Loyalty. The quality of being loyal to someone or something.
    • Openness. (1) Lack of restriction; accessibility; (2) Lack of secrecy or concealment; frankness.
  9. Leadership theory. A supposition or a system of ideas intended to explain leadership.
  10. Power. A capacity that A has to influence the behavior of B so that B acts in accordance with A's wishes.
    • Position power. Influence derived from one's formal structural position in the organization; includes power to hire, fire, discipline, promote, and give salary increases.
    • Reward power. Compliance achieved based on the ability to distribute rewards that others view as valuable.
    • Coercive power. (1) The power a leader has to punish or control; (2) A power base that is dependent on fear of the negative effects from failing to comply.
    • Referent power. Influence based on identification with a person who has desirable resources or personal traits.
    • Legitimate power. The power a person receives as a result of his or her position in the formal hierarchy of an organization.
    • Expert power. Influence based on expertise, special skills, or knowledge.
  11. Leadership style. A leader's style of providing direction, implementing plans, and motivating people. Full Range Leadership Model and managerial grid are some of attempts to identify and classify different leadership styles such as as exhibited by leaders in the political, business or other fields.
  12. Transactional leadership.
  13. Transformational leadership.
  14. Routine leadership irrelevance. The approach that a leader is not needed in routine operations.
    Routine leadership irrelevanceRelationship orientationTask orientation
    IndividualExperience and/or trainingNo effect onSubstitutes for
    ProfessionalismSubstitutes forSubstitutes for
    Indifference to rewardsNeutralizesNeutralizes
    TaskHighly structured taskNo effect onSubstitutes for
    Provides its own feedbackNo effect onSubstitutes for
    Intrinsically satisfyingSubstitutes forNo effect on
    EnterpriseExplicit formalized goalsNo effect onSubstitutes for
    Rigid rules and proceduresNo effect onSubstitutes for
    Cohesive workgroupsSubstitutes forSubstitutes for
    • Leader neutralizer. An attribute or set of attributes that make it impossible for leader behavior to make any difference to follower outcomes.
    • Leader substitute. An attribute or set of attributes, such as experience and training, that can replace the need for a leader's support or ability to create structure.
  15. Self organization. The principle that those closest to the work best know how to do the work, so set clear goals and boundaries and let them make all tactical and implementation decisions, cf. emergence, empiricism.
    • Emergence. The principle that the best designs, and the best ways of working come about over time through doing the work, rather than being defined in advance, cf. empiricism, self organization.
    • Empiricism. The principle of "inspect and adapt" which allows teams or individuals to try something out and learn from the experience by conscious reflection and change, cf. emergence, self organization.

Roles

  1. Leader. (1) The person who leads or commands a group, organization, or country; (2) Someone who can influence others toward attaining some goal.
  2. Coach.
  3. Troubleshooter.

Methods

  1. Power tactic. A way in which individuals translate power bases into specific actions.
    Power tacticUpward influenceLateral influenceDownward influence
    Rational persuasionFrequentFrequentFrequent
    ConsultationRareFrequentFrequent
    IngratiationRareFrequentFrequent
    ExchangeRareFrequentFrequent
    LegitimacyRareFrequentFrequent
    Inspirational appealRareRareFrequent
    PressureRareRareFrequent
    Personal appealRareFrequentRare
    CoalitionRareFrequentRare
  2. Team building. High interaction among team members to increase trust and openness.

Instruments

  1. Full Range Leadership Model. A model that depicts seven managerial leadership styles on a continuum: (1) laissez-faire, (2) management by exception, (3) contingent reward leadership, (4) individualized consideration, (5) intellectual stimulation, (6) inspirational motivation, and (7) idealized influence.
  2. Managerial grid. A two-dimensional grid for appraising leadership styles.
  3. Fiedler contingency model. A model that suggests that effective group performance depends on the proper match between a leader's orientation, whether he or she is task-oriented or people-oriented, and the degree to which the situation allows the leader to control and influence. The model (1) uses a least preferred coworker questionnaire to classify leaders, (2) assumes that leaders cannot be both task-oriented or people-oriented, and (3) suggests that people orientation is the best match to the situations with moderate control, while those leaders who are task-oriented best perform in situations with high or low control.
  4. Path-goal model. A model that suggests that the leader's job is to assist followers in attaining their goals and to provide direction or support needed to ensure that their goals are compatible with the goals of the group or organization.

Practices

  • Political slang.
    Political slangversus"Effective management" label
    Blaming othersFixing responsibility
    "Kissing up"Developing working relationships
    Apple polishingDemonstrating loyalty
    Passing the buckDelegating authority
    Covering your rearDocumenting decisions
    Creating conflictEncouraging change and innovation
    Forming coalitionsFacilitating teamwork
    Whistle-blowingImproving efficiency
    SchemingPlanning ahead
    OverachievingCompetent and capable
    AmbitiousCareer minded
    OpportunisticAstute
    CunningPractical minded
    ArrogantConfident
    PerfectionistAttentive to detail

Bookkeeping Quarter is the successor lecture. In the enterprise planning series, the next lecture is Resource Planning Quarter.

Materials

Recorded audio

Recorded video

Live sessions

Texts and graphics

See also