Order ID | 53563633773 |
Type | Essay |
Writer Level | Masters |
Style | APA |
Sources/References | 4 |
Perfect Number of Pages to Order | 5-10 Pages |
Theories of Leadership and DISC Assessment
DISC Assessment
Leadership
Personality
Objectives
Theories of Leadership
Compare and contrast leadership theories.
Evaluate the strengths and weaknesses of established leadership styles.
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Leadership is:
Are leader’s born or made?
Leader traits – the trait approach is the oldest leadership perspective and was dominant for several decades. The perspective is that some personality characteristics – many of which a person need not be born with but can strive to acquire distinguish effective leaders from other people.
Drive, which refers to a set of characteristics that reflect a high level of effort. It includes high need for achievement, constant striving for improvement, ambition, energy, tenacity (persistence in the face of obstacles), and initiative.
Leadership motivation – great leaders not only have drive, they want to lead.
Integrity is the correspondence between actions and words. Honesty and credibility are especially important.
Self-confidence is important because the leadership role is challenging, and setbacks are inevitable.
Knowledge of the business, industry, company, and technical matters.
The most important personal skill, according to the text, the ability to perceive the needs and goals of others and to adjust one’s personal leadership approaches accordingly.
concern for production
directive leadership
initiating structure or closeness of supervision.
work speed
quality and accuracy
quantity of output
following the rules.
(1) concern for people
(2) supportive leadership
(3) consideration.
The ability to influence a group toward the achievement of a vision or set of goals.
OR
The process of influencing others to understand and agree what needs to be done and how to do it, and the process of facilitating individual and collective efforts to accomplish shared objectives
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Types of leadership
Leadership involves
influencing others (who influences? What type of influence?)
to collaborate and agree (purpose of influence?)
on how to complete tasks or projects.
Goal of what leadership involves is also what makes leaders effective.
Result of influence is enthusiastic followers as opposed to indifferent compliance or reluctant obedience. Use of control over rewards and punishments to manipulate or coerce followers is not really leading and may involve the unethical use of power.
Specialized role – involves having one leader and more followers
Shared influence consists of many leaders in charge of different processes that affect the group
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What leaders can influence?
Interpretation of external events and sharing of new knowledge by members.
Choice of objectives and strategies to pursue.
Motivation of members and allocation of resources to achieve the objectives.
Development of member skills and confidence.
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Direct vs. Indirect Leadership
Direct leadership
Immediate subordinates.
Lower-level employees, peers, bosses, or outsiders
Indirect leadership
Cascading effect of leadership influence
Influence over formal programs, management systems, and structural forms
Influence over organizational culture
1-*
Direct leadership – influence in person or email.
Leader’s direct influence on immediate subordinates. Behaviors used to directly influence immediate subordinates, but a leader can also influence other people inside the organization.
Leader’s direct influence on lower-level employees, peers, bosses, or outsiders
Indirect leadership – CEO leadership is transmitted through chain of command. Influence over formal programs.
Cascading effect of leadership influence
Influence over formal programs, management systems, and structural forms
Influence over organizational culture – shared beliefs and values of members.
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Leadership Approach
Trait
Behavior
Power-influence
Situational
Integrative
Leadership theory comparison
Trait – pertains to personality, motives, values, and skills
Behavior – pertains to what managers actually do on the job
Power-influence – pertains to the influence processes used by managers
Situational – pertains to outside factors that influence leadership processes (nature of the work, type of organization, and so forth)
Integrative – involves more than one approach
Leadership theory comparison
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Leader vs. Manager
Leader versus manager –
A person can lead without being a manager; a manager can manage without being a leader.
Are subordinates necessary?
Are they mutually exclusive?
Are they distinct processes or roles?
Are both roles necessary?
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Leader vs. Manager
Leader
Manager
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Managers value:
Stability, order, efficiency
Thoughtfulness, details, experience
Efficiency, rules, guidelines
Being right, persistence, democracy
Leaders value:
Flexibility, grand ideas, experience
Adaptation, communication, honesty
Innovation
Typical activity patterns in managerial work?
Decision processes are disorderly & political, planning is informal and adaptive
Interact with peers and outsiders, most via oral communications.
Pace is hectic and unrelenting
Content is varied and fragmented, reactive
All of the above.
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Leadership Effectiveness
Measure leader effectiveness
Follower attitudes and perceptions
Contribution to the quality of group processes
Successful career as a leader
Unit Profits
Leader effectiveness is often measured by how goals such as sales and net profits are met. Followers view leaders as satisfying their needs and usually respect, admire, and trust leaders.
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Barack Obama
Leadership Effectiveness
Read article about Obama
What traits might Barack Obama possess that contribute to his strong leadership ability?
Does Obama’s leadership support a trait perspective of leadership? Why or why not?
From a behavioral perspective of leadership, what does Obama do to strengthen his success as a leader?
Is Obama an effective leader? Why or why not?
When does Obama act as a leader vs. a manager?
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Contingency theories and adaptive leadership
Contingency theories and adaptive leadership
different situations
different subordinate characteristics
influence leadership effectiveness.
Chapter 7 of Leadership in Organizations
Adaptive leadership is necessary when leaders must be more flexible and adaptive to their situation.
Managing immediate crises—managers should anticipate problems, recognize early warning signs, and have a prepared plan of action for dealing with them.
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Contingency theories and adaptive leadership
One dependent variable – subordinate satisfaction or performance
One predictor variable – task/
One or more situational variable – short-term conditions
Leader traits or broadly-defined behaviors are positively related to subordinate performance or satisfaction.
Lack of consistent results = contingency theories. Path Goal,
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Contingency Theories
Cognitive Resources Theory
Leadership Substitutes
Multiple Linkage Model
LPC Contingency
Path-Goal
Lead followers towards a goal
Manager behavior and situational variables influence follower performance
Conditions under which intelligence and experiences are related to group performance
Situational variables serve as substitutes
Describes how the situation moderates the effects on group performance.
Situational Leadership Theory – appropriate type of leadership behavior for the follower/subordinate in various situations.
LPC (least preferred co-worker) LPC Scores reveal a leader’s motive hierarchy. High LPC is strongly motivated to have close, interpersonal relationships and will act in a considerate supportive manner.
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Problems with Contingency Theories
Over-emphasis on behavior meta-categories
Ambiguous description of relationships
Inadequate explanation of causal effects
Lack of attention to behavior patterns
Lack of attention to joint effects of situational variables
Failure to distinguish between mediators and situational moderators
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Situational Leadership
Intra-individual
Dyadic
Group processes
Organizational processes
Multilevel
Leader-centered versus follower-centered
Descriptive
Prescriptive
Universal or contingency
Intra-individual – involves examining roles, behaviors, and decision styles
Dyadic – examines relationship between leader and subordinate
Group processes – focuses on leaders’ influence on team performance
Organizational processes – focuses on how a leader adapts to the environment and acquires resources necessary to complete tasks
Multilevel – involves application of more than one theory
Leader-centered versus follower-centered – extent to which a theory is focused either on a leader or a follower
Descriptive – explains leadership processes, describes the typical activities of leaders, and explains why certain behaviors occur in particular situations
Prescriptive – specifies what leaders must do to become effective and identifies any necessary conditions for using a particular type of behavior effectively
Universal or contingency – describes some aspect of leadership that applies to all types of situations
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Class Activity
Leadership Compass
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Situational Factors
Age & Size
Technical System
Environment
Power
Number of contingency or situational factors influence the choice of these design parameters.
Age & Size – older an org the more formalized its behavior. Larger an org, the more formalized. Larger an org, more elaborate its structure, the more specialized its jobs and units and the more developed its administrative components.
Technical System – the more controls the technical system has over the work of the operators, the more formalized the operating work and more bureaucratic the structure.
Environment – more dynamic an orgs environment, the more organic its structure. More complex environment, the more decentralized its structure, more diversified an org’s markets, the greater the propensity to split it into market-based units or divisions, given favorable economies of scale.
Power – the greater the external control of an org, the more centralized and formalized its structure.
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What are Mintzberg’s 10 managerial roles?
Select 12 people – each picks from a bag of words and definitions. Need to attach words and definitions to diagram on board.
Operating Core – at base of org – people who perform the basic work of the organization
Strategic Apex – where the whole system is overseen
Middle Line – hierarchy of authority between the operating core and the strategic apex.
Technostructure – outside the heirarch of line authority. They perform administrative duties by planning and controlling the work of others.
Support Staff – provide various internal services from cafeteria to mailroom.
Ideology – (culture) encompasses the traditions and beliefs of an organization
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How many managerial position duties and responsibilities did Mintzberg find?
Supervising
Planning & Organizing
Decision Making
Monitoring Indicators
Controlling
Representing
Coordinating
Consulting
Administering
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A leader has both immediate & delayed effects on the same criterion.
True
Immediate outcomes easy to measure
Willingness to complete a project
Delayed outcomes difficult to assess
Influenced by extraneous events
Leader can effect both immediate and delayed outcomes
May be inconsistent and move in opposite directions
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Causal Relationship Between Key Variables
1-*
Key Variables in Leadership Theories: Characteristics of the Leader, Follower, and Situation
Characteristics of Leader: Traits (motives, personality, values), Confidence and optimism, Skills and expertise, Behavior, Integrity and ethics, Influence tactics, Attributions about followers
Characteristics of Follower: Traits (needs, values, self concepts), Confidence and optimism. Skills and expertise, Attributions about the leader. Trust in the leader, Task commitment and effort, Satisfaction with job and leader
Characteristics of Situation: Type of organizational unit, Size of unit, Position power and authority of leader, Task structure and complexity, Task interdependence, Environmental uncertainty, External dependencies
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Charismatic and transformational leadership
Charismatic leadership definition
Charismatic leader traits and behaviors
Positives associated with charisma
Negatives associated with charisma
Charismatic leaders are rare and are often found in new organizations or those in need of change where previous authority has failed, especially in dealing with a severe crisis.
Followers perceive them as extraordinary, identify with them on a personal level, and are extremely loyal. Charismatic leaders may be targets of extreme measures such as assassination in order to remove them from their positions.
Some positives associated with charismatic leaders are that organizations under their leadership perform at a high level, communication is open, and followers are empowered.
Some negatives of charismatic leaders are that followers may lose sight of important factors due to their awe of the leader and may deny problems or failures and overlook the need for a successor.
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Transformational leadership
Transformational leadership involves inspiring, developing, and empowering followers.
Transformational leaders often empower followers and encourage independence by delegating authority to individuals or teams. Transformational leaders use a rewards or incentive system to motivate followers and punish those who deviate from performance standards.
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