...Leaders, Followers and Situations Leadership can be defined as the process of influencing an organized group toward accomplishing its goals. It is a complex phenomenon involving interactions between the leader, the followers, and the situation. A thorough understanding of this interaction is a critical success factor for the effective High Performance Leader. In this interaction, the first element is the Leader. This includes concepts like personality, position, and expertise. The second element of the interactional framework is the follower. This includes concepts like values, norms, and cohesiveness. The third element is the situation. This includes concepts like the task, the environment, stress, and crisis. Leader-Member Exchange Theory describes two kinds of relationships that occur among leaders and followers: the In-group members and the Out-group members. LMX theory has broadened to include entire continuum of relationships that leaders may have with members. The theory looks at the nature of the relationship between the leader and the followers. The leader has unique personal history, which includes unique interests, character traits, and motivation. Effective leaders differ from their followers, and from ineffective leaders on elements such as personality traits, cognitive abilities, Skills, values. Another way personality can affect leadership is through temperament. Leaders appointed by superiors may have less credibility and may get less loyalty. Leaders elected...
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...describe your relationship with either your leader or one of your subordinates. For each of the items, indicate the degree to which you think the item is true for you by circling one of the responses that appear below the item. 1. Do you know where you stand with your leader (follower) … do you usually know how satisfied your leader (follower) is with what you do? Rarely 1 Occasionally 2 Sometimes 3 Fairly often 4 Very often 5 2. How well does your leader (follower) understand your job problems and needs? Not a bit 1 A little 2 A fair amount 3 Quite a bit 4 A great deal 5 3. How well does your leader (follower) recognize your potential? Not at all 1 A little 2 Moderately 3 Mostly 4 Fully 5 4. Regardless of how much formal authority he or she has built into his or her position, what are the chances that your leader (follower) would use his or her power to help you solve problems in your work? None 1 Small 2 Moderate 3 High 4 Very high 5 5. Again, regardless of the amount of formal authority your leader (follower) has, what are the chances that he or she would “bail you out” at his or her expense? None 1 Small 2 Moderate 3 High 4 Very high 5 6. I have enough confidence in my leader (follower) that I would defend and justify his or her decision if he or she were not present to do so. Strongly Disagree 1 Strongly Agree 5 Disagree 2 Neutral 3 Agree 4 7. How would you characterize your working relationship with your leader (follower)? Extremely ineffective 1 Worse...
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...the results but not a team. I have to stop being a follower in certain paths of career to be a true leader to effectively and authentically lead a group. All these years I followed how I was led. I reflected what I learnt from my leader/supervisor and how they performed with our team. It never mattered to me how my manager was with me, it always was about what others expected of me. It was always about me and my work, how to get the work done and how to present the work. Lot of stress on the team and quite directly used to question them with an attitude. I never entertained my team for a coffee nor did I have any personal conversation. It is not of me, who sits and initiates a private talk other than office related. I never learnt what mattered most to the older generation, little downtime with the team and the motivation that they can perform like younger generation. This week as suggested by my MBA peers in collaboration forum, I made an effort and took my team for a coffee and initiated a personal talk. It was an experience, learnt a lot about the company, old-time office stories and challenges they had during acquisitions. Leadership legacy, transformational leadership and Leader-Member Exchange theory is what I consider to follow. Though I am not new to my workplace, my relationship didn’t evolve with few members of the team. By following the above mentioned theory and leadership style, I am positive to make a difference. What I’ve learnt from the posts is...
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...world. The leader as a core person in an organization or individual group plays a necessary role. An outstanding leader should not only possess special traits but also have to apply suitable leadership theory. As the society develop, the leadership theory is changing continually. The primary theories such as the great man theory and trait theories insisted that leaders are born with specific traits, latterly the theory such as the behavioral approach stressed that leadership could be learned.（Northouse 2012） After those theories modern approaches appeared. Compared with the older theories the modern approaches focused increasingly on the relationship between leaders and followers but not just about the leaders’ traits. And another obvious change is the communication method verifying from one way (top down) to a two way interaction between leaders and followers, so that subordinates could propose their own suggestions and ideas. This report is mainly about a sandwich factory operates in the Greater London area, and established by Kirsty Flower in 2005. The management team are all mid-twenties, females and have no experience about company management. (Case Study: Week 5)The purpose of this essay is to outline modern approaches which have been used in the leadership of Kirsty and analyze the strengths and weaknesses of Kirsty’s leadership. There are three modern leadership theories which have been applied in the leadership of Kirsty. The first one is path-goal theory. According...
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...workplace bullying vary, it involves a repeated pattern of harmful behaviors directed towards an individual.[15] In order for a behavior to be termed bullying, the individual or individuals doing the harm have to have either singly or jointly more power than the victim. Incivility[edit] Main article: Workplace incivility Workplace incivility consists of low-intensity discourteous and rude behavior with ambiguous intent to harm that violates norms governing appropriate workplace behavior.[16] Sexual harassment[edit] Main article: Sexual harassment Sexual harassment is behavior that denigrates or mistreats an individual due to his or her gender, creates an offensive workplace, and interferes with an individual being able to do the job.[17] Teams[edit] Main article: Team Job-related attitudes and emotions[edit] Organizational behavior deals with employee attitudes and feelings. Job satisfaction is the feelings one has about the job or facets of the job, such as pay or supervision[18] Organizational commitment is the extent to which employees feel attachment to their organization.[19] Emotional labor concerns the requirement that employees display certain emotions, like smiling at customers.[20] Leadership[edit] Main article: Leadership There have been a number of approaches and theories that concern leadership. Early theories focused on characteristics of leaders, while later theories focused on leader behavior, and conditions under which...
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...golf accessories manufacturer company with 15 years experience leading 30 peoples with good reputation. He is an open-minded manager willing to listen individual’s needs, and always gives positive and great idea to help his team in case of trouble. The first day of Luke’s on board, he had imperiled to 2 regional managers that if they will not cooperate with each other, he would fire the redundant one. Subsequently, 2 major changes are in the team with the intervention of Luke. Videoconference meeting is held weekly and “Team members exchange program” was introduced. The weekly meeting help the team to set common goal and put all problems on table to reduce conflicts with the guidance from Luke. Through the “Team members exchange program”, team members will exchange and stay in other country at least 2 months to learn the other’s culture and working difficulties and encourage to suggest ways to improve team efficiency. After a year, all team members are in the place...
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...representation. In elected and appointive offices * It clearly provides for the reproductive health rights of women and girls * It provides for remedies for any woman whose rights and freedoms are violated and denied * It also entitles her to seek and obtain redress through accessible government and non governmental agencies mechanisms and services Defending women’s human rights is often seen by state authorities, and even by communities, as a challenge to culture, tradition and a way of life. Through their work, many directly or indirectly challenge social stereotypes regarding the proper role and status of women. As a result, women activists not only face repression by governments, but also by their families and other community members. Ongoing armed conflicts on the continent place women at even further risk of violence. Courageous women civil society activists carry out their work amidst attacks on their reputations, threats to their families and their own personal safety, as well as detention and severe gender-specific abuse and punishment. Despite barriers, work on gender equality and women rights has been well articulated by women activists and women organisations across the continent. The pressure mounted...
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...Business Management Module 4 Chapters 8 (Leadership) & 9 (Motivation) Due 5/01/16 What Is Leadership? – leadership is a fairly modern concept - an influence process not really defined, the greater the degree of purely voluntary actions by the followers toward the leaders intended direction, the more effective the leadership – p 208 P207 Organizational Leadership – an interpersonal process that involves attempts to influence other people in attaining organizational goals Distributed Leadership – anyone who inspires a coworker or subordinate to do better, improve process, etc. =lead by example – eg: Johnson & Johnson Effective Leadership – influence that assists a group or organization to perform successfully and meet its goals and objectives = “enabling” behavior – it’s a behavior that helps other people accomplish more than if they had been no such influence P208 Leading and Managing: The Same or Different? Leadership is a very important component of management, but management is more than just leadership. It includes other tasks that do NOT directly involve influencing people. Managers Leaders Leaders Does Leadership Differ Across National Cultures? Paternalism – the leader is regarded as father who will take care of the subordinate in return for reasonable behavior and performance = order & harmony; eg: YifeiLi – MTV Greeter China P210 Leadership and the Use of Power Power – the capacity or ability to influence. “power tends to corrupt...
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...interactions are not structured by rules & norms b. Who are not capable of influencing each other c. Who are trying to satisfy some personal need through joint association d. With different goals or values | 2.To be effective, group members do NOT need to ________. a. Commit to mutual goals b. Ensure accurate communication among members c. Belong to more than one group d. Participate in spirited dialog | 3.Ethnocentrism _______. a. Moderates cultural conditioning b. Regards one’s own ethnic group, nation, religion, culture, or gender as being more correct than others c. Believes that most other people share their stereotypes about ethnicity d. Is a prejudice directed at people because of their race or ethnic membership | 4.Which statement is true about the theory of the field of group dynamics? a. Developed in North American in the 20th century b. Focuses on advancing knowledge about the nature of group life c. Studies the behavior in groups. d. All of the above e. None of the above | 5.Which are characteristics of an effective group? a. Leadership & participation that are distributed to only a few members b. Accurate & complete communication c. A commitment to goals that reflect members’ interdependence d. Fair & complete review of all alternative positions | 6.Which is not an element of trust? a. Openness b. Acceptance c. Consequences d. Support | 7. Complete the names of the four group phases that precede group...
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...1. Emotional Intelligence is the ability to detect and to manage emotional cues and information. Emotional Intelligence refers to the ability to perceive, control, and evaluate emotions. Emotional Intelligence is a person’s ability to be self-aware, detect emotions in others and manage emotional cues and information. Emotional Intelligence plays an important role in job performance. 3. The Tuchman five stage of team building is used to identify factors that are critical for building and developing small groups. The Tuchman five distinct stages groups go through: forming, storming, norming, performing, and adjourning. The forming stage is the first stage in group development, characterized by much uncertainty. The storming stage is the second stage in group development, characterized by intra group conflict. The norming stage is the third stage in group development, characterized by close relationships and cohesiveness. The performing stage is the fourth stage in group development, during which the group is fully functional and the adjourning stage is the final stage in group development for temporary groups, characterized by concern with wrapping up activities rather than task performance. 4. Gender differences are sometimes a barrier to effective communications. Men tend to use talk to emphasize status, whereas women tend to use it to create communications. The women speak and hear a language of connection and intimacy; men speak and hear a language of status, power and...
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...The involvement of government, business and civil society institutions in the diagnosis and solution of societal problems has been in existence for ages, but the concept has gained more supports in the international development arena in recent times The relationship between government and business is complex, with both positive and negative aspects in terms of what can be called “the public good”. This notion of “public good” changes depending on one’s ideology and this makes the appreciation of the phrase even more complex. Therefore, an accurate understanding of the relationship that exists between the three requires an examination of the three main theories of political economy – the free market economy, socialism and mixed economy. Business, government, and society interact and influence each others' specific objectives and goals. Business, Government, and Society Business, government, and society have similar goals and objectives. How can all three affect each other? Let's make sure that you have an understanding of each term. Society is a group of individuals who reside in communities that have shared values and laws. In addition, society is made up of different religions, cultures, interests, attitudes, and lifestyles. Business consists of organizations that participate in consumer, industrial, or economic activities for a purpose, such as profit or non-profit means. Government refers to the governing body of a nation, state, or local community. In this lesson, you...
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... 2. Transitions in Conflict Thought Traditional View of Conflict: The traditional view of conflict was consistent with the attitudes that prevailed about group behavior in the 1930 and 1940s. The early approach to conflict assumed that all conflict was bad. Conflict was negatively viewed for violence, destruction and irrationally to reinforce its negative connotation. The belief that all conflict is harmful and must be avoided. Conflict resulted from Poor communication, Lack of openness and failure to respond to employee needs. Human Relations View of Conflict: The human relation view dominated conflict theory from late 1940s through the mid-1970s. This theory argued that conflict was a natural occurrence in all groups and organization. Because conflict was inevitable, the human relations school advocated acceptance of politics. Interactionist View of Conflict: The belief that conflict is not only a positive force in a group but that it is absolutely necessary for a group to perform effectively. The major contribution of the interactionist view is encouraging group leaders to maintain an ongoing minimum level of conflict enough to keep the group viable, self-critical, and creative. 3. Functional conflict versus Dysfunctional conflict Functional/Constructive Conflict | Dysfunctional/Destructive Conflict | Functional/Constructive Conflict supports the goals of the group and improves its performance. |...
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...August 2, 2015 A1: One Theory of Motivation for Bill Bailey William “Bill” Bailey is chairman of the board for the opera. Bailey is in a position of power to influence others (mainly the Board of Directors) to either support or oppose the merger. While there are multiple theories that could be used, I believe that the best is Vroom’s Expectancy theory. This theory “holds that people are motivated to behave in ways that produce desired combinations of expected outcomes.” (Kinicki & Robert, 2013) Vroom’s theory has three factors: Valence, Expectancy and Instrumentality. Valence, or rewards, refers to the directions which people embrace with respect to the outcomes. Expectancy (performance) is the different “expectations and levels of confidence about what they are capable of doing.” (Vroom's Expectancy Theory, n.d.) Instrumentality (belief) refers to the “perception of employees whether they will actually receive what they desire, even if it has been promised by a manager – the perceived link between first order and second order outcomes.” (Vroom's Expectancy Theory, n.d.) In using this theory, the reward for the Utah opera would be to remain financially stable during the downturn of the economy and less public/private donations coming in. The expectancy in this is whether they choose to support or oppose the merger with the Utah Symphony, which is looking to strengthen their finances with a merger with the opera, though in theory this would strengthen the bottom...
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...August 2, 2015 A1: One Theory of Motivation for Bill Bailey William “Bill” Bailey is chairman of the board for the opera. Bailey is in a position of power to influence others (mainly the Board of Directors) to either support or oppose the merger. While there are multiple theories that could be used, I believe that the best is Vroom’s Expectancy theory. This theory “holds that people are motivated to behave in ways that produce desired combinations of expected outcomes.” (Kinicki & Robert, 2013) Vroom’s theory has three factors: Valence, Expectancy and Instrumentality. Valence, or rewards, refers to the directions which people embrace with respect to the outcomes. Expectancy (performance) is the different “expectations and levels of confidence about what they are capable of doing.” (Vroom's Expectancy Theory, n.d.) Instrumentality (belief) refers to the “perception of employees whether they will actually receive what they desire, even if it has been promised by a manager – the perceived link between first order and second order outcomes.” (Vroom's Expectancy Theory, n.d.) In using this theory, the reward for the Utah opera would be to remain financially stable during the downturn of the economy and less public/private donations coming in. The expectancy in this is whether they choose to support or oppose the merger with the Utah Symphony, which is looking to strengthen their finances with a merger with the opera, though in theory this would strengthen the bottom...
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...form the inside, stemming from the direct relationship between the worker and the task Extrinsic motivation – stemming from the work environment external to the task, usually applied by others (managers), not long lasting Content theories of motivation – WHAT motivates (Maslow’s theory, Alderfer’s ERG theory, McClelland’s theory) Process theories – focus on the underlying processes involved in motivating employees – HOW motivation occurs (Expectancy theory, equity theory, goal setting theory) Maslow’s Hierarchy of Needs Physiological Needs – food, water, warmth, rest Safety Needs – security, safety Belongingness and Love Needs – relationships, friends Esteem Needs – prestige and feeling of accomplishment Self Actualization – achieving one’s full potential, including creative activities - Once a need is satisfied, attention is turned to the next highest level (the satisfied need is no longer an effective motivator, except self actualization) Alderfer’s ERG Theory 1. Existance Needs 2. Relatedness Needs 3. Growth Needs - The more lower level needs are gratified, the higher level need satisfaction is desired - The less higher level needs are gratified, the more lower level need satisfaction is desired McClelland’s Theory Need for Achievement - Prefer work where they can take responsibility for outcomes, set moderately difficult goals that provide for calculated risk, obtain feedback Need for Affinity - Desire to establish friendly, compatible...
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