Chapter 9: Leading By Sajeevan

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Chapter 9: Leading By Sajeevan

Conflict is present everywhere in the world around us. We experience conflict on a daily basis, and it can be minor or major.

Conflict in a story is a struggle between opposing forces. Characters must act to confront those forces and there is where conflict is born. If there is nothing to overcome, there is no story. Conflict in a story creates and drives the plot forward.

Contingency Approaches to Leadership

In this type of conflict, a character must take on society itself, and not a single person. The character stands at odds with societal norms and realizes the necessity to work against these norms. This is an external conflict.

Vroom-Jago Leader Participation Model

Group Decision

Decision is made by group members themselves

Consultative Decision

Leader only decides after seeking advice, opinions from group members

Work best when

Time available

Need acceptance from others to work

Problem is unclear

Leader lacks sufficient expertise and information

Only leader decides and then communicated to the group

Works best when

Little or no time

Acceptance from others

Confident and capable

Leader has greater expertise

Basic decision-making choices:

Group decision

Consultative decision

Authority decision

Helps leaders choose the method of decision making that best fits the nature of the problem situation

Leader-Member Exchange (LMX) Theory

Not all people are treated the same by leaders in leadership situations

Out groups: low LMX

Little or no special attention, lack of communication

Less information causes more difficulty

Fewer rewards

In groups: high LMX

Other favourable treatments than others

Access to information

Getting rewards, increase in promotion

House’s Path-Goal Leadership Theory

Participative Leadership

When Performance incentives are poor

Use suggestions

Ask for suggestions from toehrs

Consult with subordinates

Involve subordinates in decision making

Achievement-Oriented Leadership

When Task challenging is insufficient

Display confidence in meeting high standards

Emphasize continuous improvement

Expect high performance levels

Set unique goals

An effective leader clarifies paths by which followers can achieve goals. An employee's perception of expectancies between his effort and performance is greatly affected by a leader's behaviour

Supportive Leadership

When Workers self-confidence is low

Show concern for employee's well-being

Be friendly and approachable

Treat group members as equals

Directive leadership

When Job assignments are unclear

Clarify leader’s role

Maintain performance standards

Schedule work

Give directions

Communicate expectations

Hersey-Blanchard Situational Leadership Model

Give examples of man versus society conflict in the real world.

Hersey-Blanchard Model suggests no single leadership style is better than another. Instead of focusing on workplace factors, the model suggests leaders adjust their styles to those they lead and their abilities

Telling

Works best in low readiness situations

high-task, low-relationship style

Selling

Works best in moderate to high readiness situations

high-task, high-relationship style

Delegating

Works best in low to moderate readiness situations

Low-task, high-relationship style

Participating

Works best in high readiness situations

Low-task, low-relationship style

Leaders adjust their styles depending on the readiness of their followers to perform in a given situation. Readiness: how able and willing or confident followers are to perform required tasks.

Fiedler’s Contingency Model

Give examples of man versus society conflict in a literary work.

Fiedler's contingency model is a dynamic model where the personal characteristics and motivation of the leader are said to interact with the current situation that the group faces

LPC scale asks a person to think of someone they have difficulty with to get a job done

What is LPC score?

"Least-preferred coworker" scale, developed by American scholar Fred Fiedler, identifies whether an individual's leadership style is either relationship-leaders or task-leaders

High LPC: relationship-motivated leaders

Low LPC: task-motivated leaders

Leadership style must be fit to the situation

Leadership is part of one’s personality, and therefore relatively enduring and difficult to change

To determine a person’s leadership style the least-preferred co-worker scale is used

Good leadership depends on a match between leadership style and situational demands

Issues in Leadership Development

This situation results from a protagonist working against what has been foretold for that person. While this conflict was more prevalent in stories where gods could control fate, such as in ancient Greek dramas, there are still examples of this type of conflict in more contemporary literature.

Drucker’s “Old-Fashioned” Leadership

Drucker strongly believed things such as "leadership qualities" or a "leadership personality" were given more emphasis than they should be

Hard working makes a successful leader.

Essentials of “old-fashioned” leadership:

Earning and keeping the trust of others

Accepting leadership as a “responsibility” rather than a rank or class

Defining and establishing a sense of mission

Moral Leadership

“A leader's behavior that demonstrates superior virtues, self-discipline, and unselfishness”

Authentic leaders clearly frame moral dilemmas, transparently respond to them, and consistently serve as ethical role models.

Confident, hope, optimism, and resilience.

Authentic Leadership activates positive psychological states to achieve self-awareness and positive self-regulation.

A leader with integrity is honest, credible, and consistent in putting values into actions.

Moral leadership is always “good” and “right” by ethical standards.

Both help and require others to behave ethically in their work

Build and maintain an ethical organizational cultural

High ethical standards of behaviour

Gender and Leadership

Both women and men can be effective leaders.

Future leadership success will depend on a person’s capacity to

Support

Positive relationships

Openness

Men tend to use transactional leadership.

Depends on self-motivated people who work well in a structured, directed environment

Someone who values order and structure

Women tend to use interactive leadership.

Provide a good fit with the demands of a diverse workforce and the new workplace.

Leaders who are strong communicators and act in a democratic and participative manner with followers.

Emotional Intelligence and Leadership

To be effective, leaders must have a solid understanding of how their emotions and actions affect the people around them

Components of emotional intelligence:

Social skill

Empathy

Self-regulation

Self-awareness

The ability of people to manage themselves and their relationships effectively

Transactional leadership

Someone who directs the efforts of others through tasks, rewards, and structures

Characteristics of transactional leadership:

Very left-brained

Thrive on following rules and doing things correctly

Favour structured policies and procedures

Opposed to change

Tend to be inflexible

Revel inefficiency

Transformational leadership

Someone who is truly inspirational as a leader and who arouses others to seek extraordinary performance accomplishments

Characteristics of transformational leaders:

Integrity

Intellectual stimulation

Empowerment

Symbolism

Charisma

Vision

Charismatic leaders

Since in real life we can't say that such examples of man versus supernatural, there are some superstitions that can influence a person's life.

Give examples of these superstitions.

Develop special leader-follower relationships and inspire others in extraordinary ways

Super leaders

Give examples of man versus fate conflict in a literary work.

Persons whose vision and strength of personality have an extraordinary impact on others

Communication

A more contemporary type of conflict, this situation results from humans involved in a struggle with man-made machines. This is an external conflict.

Improving Communication

Cross-Cultural Communication

Ethnocentrism

Inappropriate stereotypes

Not listening to others

The tendency to consider one’s culture superior to any and all others

Language

Non-verbal communication:

Body motions

Touching

Eye movements

Interactive Management

Electronic Forms

Online discussion forums, chat rooms, electronic office hours, executive blogs, and video conference, etc.

MBVA (Management by Wandering Around)

Refers to a style of business management which involves managers wandering around, in an unstructured manner, through the workplace, at random, to check with employees, equipment, or on the status of ongoing work.

Managers spend time outside their offices to meet and talk with workers at all levels.

Electronic Communication

Don’t forget email privacy

Use instant messaging as an alternative

Put large files on websites

Get off distribution lists

Send group mail and reply to all only when necessary

Send short messages in the subject line

Purge folders of useless messages

Take action immediately

Read items once

Communication Channels Selection

Channel richness is the capacity of a communication channel to carry information in an effective manner.

High channel richness is personal, two-way, and slow

Low channel richness is impersonal, one-way, and fast

Managers need to choose a channel with the appropriate richness for the communication.

Space Design:

The range between people carries varying purposes in terms of intimacy, openness, and state in interpersonal communications.

Interpersonal space is an important nonverbal cue.

Constructive Feedback

Constructive feedback guidelines:

Give it in small doses

Make sure it is valid

Give it when the receiver is willing or able to accept it

Make it specific

Give it directly

Feedback is the process of telling someone else how you feel about something that person did or said.

Active Listening

Rules for active listening:

Paraphrase and restate

Note all cues, verbal and nonverbal

Response to feelings

Listen for feelings

Listen for message content

The process of taking action to help someone say exactly what they really means.

Communication Barriers

Status effects:

Status effects include:

Employees acing as “yes men”

Filtering: the intentional distortion of information to make it appear favourable to the recipient

Occur when an organization’s hierarchy of authority creates a barrier to effective communication

Subtopic

Physical Distraction:

Can be avoided or at least minimized through proper planning

Can interfere with the effectiveness of a communication attempt

Include interruptions from telephone calls, drop-in visitors, a lack of privacy, etc.

Failure to recognize nonverbal signals:

The growing use of communication technologies causes important nonverbal communication to be lost

Mixed messages occur when a person’s words and nonverbal signals communicate different things

Nonverbal communication takes place through gestures, facial expressions, body postures, eye contact, and use of interpersonal space

Poor written or oral expression: How to make it successful?

Be professional

Don’t bet on the internet

Check your technology

Add the right amount of polish

Accent the presentation

Support your points

Sequence points

Set the right tone

Be prepared

Poor choice of channels:

Spoken channels work for messages that

Attempt to create a supportive, even inspirational, climate

Are complex or difficult to convey where immediate feedback is needed

Written channels work for messages that

Convey formal policy or authoritative directives

Require extensive dissemination quickly

Are simple and easy to convey

A communication channel is the pathway or medium through which a message moves from sender to receiver.

Key elements of the communication process

As this conflict is more science fiction based, in real life we can't find such examples.

However, as technology became a big part of our lives there are some situations that man made machines affects our lives.

Find such examples.

Feedback

Interpreted meaning

Receiver

Communication channel

Message

Sender

Communication:

Give examples of man versus machine conflict in a literary work.

An interpersonal process of sending and receiving symbols with messages attached to them

Leadership Traits and Behaviours

In this type of conflict, a character is tormented by natural forces such as storms or animals. This is also an external conflict.

Classical Leadership Styles

Recurring patterns of behaviours exhibited by a leader.

Democratic style:

where members of the group take a more participative role in the decision-making process, and helping people develop skills and competencies

Laissez-faire style:

where let their employees use their creativity, resources, and experience to help them meet their goals

Autocratic style:

where one person controls all the decisions and takes very little inputs from other group members

Leadership Behaviours

Give examples of man versus nature conflict in the real world.

Basic dimensions of leadership behaviors:

Concern for the people doing the work

Shows trust in followers

Is sensitive to followers’ needs

Respects the feelings of followers

Develops social rapport with followers

Acts warm and supportive toward followers

Concern for the task to be accomplished

Monitors performance results

Urges task completion

Sets clear work standards

Assigns task responsibilities

Plans and defines work to be done

Theories focus on how leaders behave when working with followers

Leadership Traits

Give examples of man versus nature conflict in a literary work.

Honesty and integrity

Flexibility

Motivation

Job-relevant knowledge

Cognitive ability

Creativity

Self-confidence

Drive

Nature of Leadership

A situation in which two characters have opposing desires or interests. The typical scenario is a conflict between the protagonist and antagonist. This is an external conflict.

Contemporary leadership challenges:

Give examples of man versus man conflict in the real world.

4. Taking a long-term view while meeting short-term demands

3. Complex, ambiguous, and multidimensional problems

2. Expectations for success on the first attempt

1. Shorter time frames for accomplishing things

Leadership and Power:

Two sources of managerial power:

Personal power

Sources of personal power:

Relational power: the ability to work and function well as part of a team working toward a collective goal

Referent power: Capacity to influence other people because they admire you and want to identify positively with you

Expert power: is the perception that a certain person has an elevated level of knowledge or a specific skill set that others in an organization don't have

Meaning: unique personal qualities that a person brings

Position power

Sources of position power:

Legitimate power: Organizational position or status confers the right to control those in subordinate positions

Coercive power: Capable of delivering punishment or withhold positive outcomes

Reward power: Capable of offering something of value

the manager’s official status in the organization’s

Power:

ability to get someone to do something

Leadership and Vision

Effective leaders empower others by providing

Trust

Authority

Responsibility

Information

Servant Leadership

Instead of the people working to serve the leader, the leader exists to serve the people

Focuses on empowerment, not on power

Empowerment meaning: managers enable and help others to gain power and achieve influence.

Other-centered not self-centered

Followers more important than leader

Commitment to serving others

Leadership:

Give examples of man versus man conflict in a literary work.

Inspiring others to work hard