Upgrade to remove ads
Second Half of Leadership
Terms in this set (49)
Acceptance and internalization of beliefs and attitudes targeted by an influence attempt
Willingness, however reluctant, to comply with an influence attempt
Active resistance to an influence attempt. Can also include passive conflict
Commitment, Compliance, or Conflict
Legitimate position of authority (where you have access to rewards or punishments), central position (like the hub of a network), autonomy (because you can just do what you want), and visibility (you have visibility in an organization, and therefore have status)
Informational (you know something others don't know), expert/experience (skills others don't have), referent (your personal credibility or respectability), and effort (just how hard you work)(which doesn't always work)
Positional Power or Personal Power (in the ATTiC model)
Consider the ongoing relationship (how have things been handled before), the issues (time sensitivity, importance, etc), and the institutional context (organizational norm to comply with the influence)
Expert Power. Others must believe that you have the data necessary
How people feel about you effects how they will respond to your influence attempts.
Personal Appeal (persuasive influence tactic)
Relying on friendship to influence another
Inspirational Appeal (persuasive influence tactic)
Relaying a vision to influence someone
Consultation (persuasive influence tactic)
Involvement in decision making to influence another
Ingratiation (as a persuasive influence tactic)
Flattery. This works consistently when building someone's self esteem when it's perceived as genuine and sincere. Works particularly well on people with big egos.
Coalition (hard influence tactic)
Partnering with others, not to influence them, but to influence an individual outside of the group
Exchange (hard influence tactic)
Reward for fulfilling the request. Bad to use with subordinates, as it sets up the expectation that there'll always be a reward for doing what's already part of their job.
Legitimating (hard influence tactic)
Referring to a higher-up's power to legitimize the request
Upward Appeal (hard influence tactic)
Going above someone's head to their boss.
Coercion (hard influence tactic)
Request followed up by a threat
High Effectiveness and High Use in Influence
Rational Appeal and Exchange
High Effectiveness and and Low Use in Influence
Inspiration and Consultation
Low Effectiveness and Low Use in Influence
Ingratiation and Personal Appeal
Low Effectiveness and High Use in Influence
Coalition and Pressure
Three types of networks
Operational - The people you work with to get the job done.
Developmental - Who you need to know to learn and grow.
Strategic - The group that lets you see what's coming down the road
Why are organizations inherently political
1. Diversity of perspectives
3. Scarce resources
How do empowered individuals feel
Self -efficacy: Confident that they can do it.
Self-Determination: Some autonomy.
Impact: Believing that their work matters.
Meaningfulness: Valuing the purpose of what I'm doing.
Trust: I feel secure enough to take risks.
The Three Steps of the "Moving People Toward Empowerment" Model
1st, EQUIPPING others with resources, including skills, confidence, and motivation.
2nd, DELEGATING leadership and decision making to the lowest level possible.
3rd, Providing FEEDBACK and RECOGNIZING accomplishments
Resources leaders may need to give to their subordinates in order to delegate
Experience with small wins
5 steps of effective delegation
1. Determine what tasks are appropriate to delegate.
2. Identify the right person to delegate to.
3. Assign the task - clearly and completely.
4. Monitor progress (and provide feedback).
5. Evaluate performance and provide feedback.
The irony of delegation
You only delegate when you are NOT too busy.
Coaching for Improvement's Three Key Actions
1. Clarify the problem, focusing on facts, not on persona.
2. Explain why the situation needs to change and what consequences will come (both for the individual and the organization).
3. Ask for the person's ideas in improving the situation.
Characteristics of an Alpha Male
1. They feel better than their subordinates.
2. They are legitimately better than most (which feeds into the problem).
3. They treat people as tools.
4. They are better as mid-level managers, but because they can't build the relationships they don't get much further.
Characteristics of Good Coaches
1. Goal-oreinted (not past or punishment focused).
2. Keep a positive, "I know you can fix this" attitude.
4. Focused on the issues, and not other personal problems.
Coaching for Success vs Coaching for Improvement
Success is the long-term well-being of the individual, while improvement refers to improving the functional work of the person.
Definition of Coaching for Success
Preparing teams and individuals to excel in new challenges through proactive support, guidance, and encouragement.
Coaching for Success - Key Actions
1. Clarifies what they need by seeking, not telling. Draws out concerns and worries.
2. Asks questions to get the person to think critically about what they need and develop ideas to build buy-in.
3. Express confidence and offers support to build commitment and comfort.
4. Checks that the person has understood, checks on progress and offers encouragement.
Four Ways to Help Individuals Sustain Performance
1. Provide Decision Making Direction (autonomy).
2. Share Information. Let employees know what's going on in the
3. Minimize Incivility.
4. Offer Performance Feedback. Make it timely, make it fact-based.
Steps for Job Crafting
1. Change the job.
Task Content - altering the boundaries of a job
Relationships - Change the nature and extent of interactions with others
Purpose - Reframe the job to change how you see it
2. Evaluate the impact on you and others
3. Put changes in place
4. Get feedback and assess success
Problem/Opportunity Anlaysis Core Competency- Key Actions
1. Recognize issues, problems, or opportunities and determines whether action is needed.
2. Identifies the need to gather information, and does so to better understand the issues, problems, and opportunities.
3. Integrates information from a variety of sources; detects trends, associations and cause-effect relationships in the data.
The Problem Definition Process
1. Establish the need for a solution - What is the need, desired outcome, and who stands to benefit?
2. Justify the need - Is the effort aligned with your strategy/purpose/vision? How will you measure the benefits/ensure the solution is implemented?
3. Contextualize the problem - What approaches have been tried before? What are the internal and external constraints on implementation?
4. Write the problem statement - What is (are) the problem(s), what requirements must a solution need, who should be engaged, what do they need, and how will the results be measured?
5 Habits of Innovative Leaders
5. Associational Thinking
How are Innovative Leaders different from visionary leaders
The role of a leader of innovation is not to set a vision and motivate others to follow it. It's to create a community that is willing and able to innovate.
The Innovation Survey Questions
1. Have you been trained to be innovative?
2. How easy is it for you to get the time and resources to experiment?
3. Are you feel personally responsible for innovation?
What tensions do leaders of innovation have to be comfortable with, and even master?
1. Manage the tension between disparate ideas without shutting them down.
2. Balancing improvisation with the need to perform.
3. Using "Both-and" innovation instead of "either-or" to create integrated solutions.
What characterizes communities of innovation and gives people the "willingness" to innovate?
A sense of purpose, values, and rules of engagement.
What organizational capabilities need to exist to give them the "capacity" to innovate?
1. Creative Abrasion: The ability to generate ideas through discourse.
2. Creative Agility: The ability to test and experiment quickly.
3. Creative Resolution: The ability to make a final decision that integrate disparate and sometimes even opposing ideas.
Business practices from Gary Hamel
1. Destroy Industry Orthodoxies
2. Create Bundles of Capabilities
3. Be Game Changers and Reject Incremental Change
4. Provide Experimental Capital
5. Ensure Embedded Capabilities
Positivity or Optimisim Lead to...
1. Building Urgency: Something important and meaningful needs to be done.
2. Building Efficacy: YOU (the followers) have the capabilities to do it.
The Golden Circle
1. Start with the Why.
2. Explain the How.
3. Explain the What.
Sets with similar terms
Organizational Behavior Chapter 13
Organizational Behavior Chapter 13
OB Ch. 8 and 9