Chapter 10

STUDY
PLAY

Terms in this set (...)

5 practices to modern leadership
1. Model the way - lead by example
2. Inspire a shared vision
3. Challenge the process
4. Enable others to act
5. encourage the heart
6 leadership styles
1. the coercive style
2. the authoritative style
3. the affiliative style
4. The democratic style
5. The pacesetting style
6. the coaching style
Coercive
do as I say
effective in crisis, kick start turn errand
but people will loose initiative, motivation and commitment and sense of ownership
Authoritative style
Come with me approach0 provides vision and and enthusiasm. Motivates peoplee and people know how their work fits the larger picture - works well in most situation
hard ofr inexperienced leaders who are working with experts
affiliative style
People come first- value of the individual and creating harmony creates communication and flexivilyt is higher
works well in team building and communication situations
disadvantage- can lead to mediorcity and sometimes people need more structure
democratic style
What do you think- getting other peoples ideas- building trust respect and commitment. flexibility and responsibility are increased and morale is high
bad in crisis situations however
pacesetting style
do as I do, now - obsession with doing things better and faster, poor performers are replaced however morale can be low and people can be overwhelmed and loose energy and enthusiasm
good for situations needing quick results and highly motivated self directed competent tema
can become micromanaging
Coaching style
try this - help people identify their unique strengths and weaknesses so they can reach their personal goals. good and giving people actable challenges
bad in situations where people are resitant to change
good for when people are up for it
Emotional intelligence
best styles authoritative, democratic,affiliative and coaching but best leaders are ones who can be flexible
defined as the ability to understand and mange our relationships and ourselves better
4 capabilities of emotional intelligence
1. Self awareness - managing your own emotions
2. self- management - maintaining a higher level of honest and integrity
3. social awareness - about having increased awareness of other people as well as how project fits into industry or org
4. social skills - the skill to inspire influence communicate and facilitate the resolution of conflicts
ethics
set of moral principles and values - the principles norms and standards of conduct that guide indiuvals and groups
culture
shared beliefs, assumptions, and values that we learn from society that inlfluence our behavior
Socialization
process of learning the ropes and learning what is acceptable
Unethical Leadership
general weak moral individuals
Hyproctrical Leadership
people who extol the virtues of integrity and ethical conduct but then reward or fail to discipline wrong doing
Ethical leadership categories
1. Unethical leadership
2. Hypocritical leadership
3. Ethically neutral leadership
4. Ethical leadership
Ethically neutral leadership
neither strong nor weak ethical leaders and it means the business doesn't care how the goals are met
Ethical leadership
shows that the bottom line is important but by doing it ethically
Ethical situaitons
1. Human resource situations
2. Conflicts of interest
3. Confidence
4. Corporate resources
Making ethical desiciosn
1. Gather the facts
2. Define the ethical issue
3. ID the affected stakeholders
4. id the consequences
5. ID the obligations
6. Consider your character and integrity
7. think creatively about the potential actions
8. check your ignition
work groups
based on traditional approach where a single leader is the control and makes the decisions and delegates
Real teams
joint work product teams are better
1. small number of people
2. complementary skills
3, commitment to a common purpose or goal - similar to the MOV
4. Commitment to a common approach -
5. Mutual accountability
complementary skilss
1. technical or functional experise
2. problem solving skils
3. interpersonal skills
Findings
1. Teams tend to flourish on a demanding performance challenge
2. The team basics are often overlook
3. Most organizations prefer individual accountability to team accountability
4. Strong perfume goals tend to spawn more real teams
5. High performance teams are rare
6. Real teams provided the basis of perfamnce
7. Teams naturally integrate performance and learning
Challenges of international projects
international projects are more complex because of geographical, cultural and social differences
Complexitses
1. Number of locations
2. currency exange
3. regulation and laws
4. political instability
5. attitude toward work and tie
6. religion
7. language
8. Food
Diversity
differences in culture as well as nationality, ethnicity religion gender or generation
4 dimensions of diversity
1. personals personality
2. individual characteristics
3. social characteristics
4. organization aspects to shape our identity - seniority formal position and physical location