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in any relationship, leadership is the process of influencing the DEBT often towards accomplishing a goal. DEBT is development, education, behavior and thinking. A broader definition covers things in life besides just the job. It can be applied to raising children or other relationships. The two pillars are Influence and relationships
Empowerment is most successful in delegating to the lowest level possible. Employees closest to the problem have the most information to address the issue. The second part is to provide the resources, knowledge and skills to make good decisions. Empowerment fails if the person is not given the proper resources.
What is the most important thing about effectively communicating?actively listening and acknowledge the person by asking questions. communicate your message and ask questions to make sure both people are on the same pageWhat are key conciderations in motivation as discussed in class.All motivation is self-motivation; people have to motivate themselves. People are motivated by different things. What motivates one may not motivate another. Motivating people by listening, showing respect, and asking for suggestions motivates them by showing their value.What are some key considerations in delegation as discussed in class?1. what to delegate
2. whom to delegate
3. make assignment clear and specific
4. assign objective not procedure
5. give credit, not blameHow can you work to minimize communication breakdown?1. listen thoroughly and process before responding
2. ask specific follow up questions
3. be direct, not accusatoryWhat can be done to ensure that you are actively listening? What verbal or non verbal mechanisms can be employed to communicate your attentiveness.?Ask questions, address and encourage feedback. put anything distracting away( don't look at your computer, email or phone)What are some of the problems with evaluation instruments? how can they be improved.?Assessment centers having poorly trained assessors. assessors bring bias. Practice effect for those finding material online or previously taken the assessment before.
Improvements can be made for tailoring the assessment to the job versus the same assessment for different jobs.What is the 360 feedback and how might it best be used according to the instructor?360 feedback is getting feedback from those above you, your peers, and below your rank. The best use is for development.What is the gist of the Abilene paradox?it is when someone from a group suggest that they engage in an activity. No one in the group want to the do the activity including the person who suggested it. Because everyone believes that the rest of the group want to do the activity they do not assert themselves and voice their honest opinion.Why must we look at leadership more broadly than just the attributes of any given leader?Focusing on the leader, dismisses the importance of the follower and the relationship that is needed to lead. Without followers than you are not leading.How does interpersonal stress affect an organizationa small amount of stress in natural. too much stress leads to decrease in performance and can lead to health issues and absenteeism causing a high turn over rate. This can be prevented by proper diet/exercise, monitoring stress and having good relationshipsWhat are some of the concerns with the use of power(versus influence) as a leader?power is the capacity to produce effects on others or potential for influence.
influence is the degree of change in a persons attitudes, values or beliefs as the results of influence tactics.
power is easily abused leading to negative outcomes, influence is a social skill to build others up and lead to positive outcomes.What is important about achieving technical competence? How does this impact you as a leader?Technical competence concerns the knowledge and repertoire of behaviors one can bring to bear to successfully complete a task. having a high level of technical competence gives credibility to leaders.What is the difference between performance and effetivenessperformance concerns behaviors directed towards the organizations missions or goals or the products and services resulting from those behaviors.
Effectiveness involves making judgements about he adequacy of behavior with respect to certain criteria such as work group or organizational goals.What must leaders do to maintain strong, trusting relationships with followers?knowing the business and caring about people that work for you. building trust through credibility.can a proper use of punishment actually lead to higher satisfaction ratings among workers? why or why not?yes, it hold people accountable for their actions. By doing so it sets standards for work and what is acceptable. if not done the ones that are working hard but watching laze people not working and not getting punished wonder why they are working so hard and will lower moral.what considerations should we have with so many theories and approaches to understanding motivation?Everyone is different and knowing different models for motivation allows a leader to use a particular model based on the individual they are dealing with.What are two components of empowerment as identified in the text?1. Delegating leadership and decision making down to the lowest level
2. Equipping followers with the resources, knowledge, and skills necessary to make good decisions.What is a group? how is this different from an organization?A group is two or more person who are interacting with one another in such a manner that each person influences and is influenced by each other.
A group is a strong identification the group and can tell who does not belong. individuals may belong to a group for numerous reasons and may clash with objectives of the group.How does making internal versus external attributions as a leader relate to punishment?Internal focuses on the individual. External focuses on the problemWhat is one of the biggest problems in conducting meetingsHaving meetings to have a meeting, that there is no purpose. Meetings should have an agenda that has been shared so that people can bring resources to the meeting to make it productive and stay on track. Make it convenient, encourage participation and keep a record.What is the Pareto Principle? How might it occur in your area of concern? Provide an examplePareto Principle is the 80/20 rule. It states that 80% of problems are from 20% of the causes. 80% of productivity comes from 20% of the workers. When you are spending time is the 20% causing the problems it takes you away from developing the top 20% doing the producing that are your future leaders. An example is spending a great deal of time discipline one employee to bring them up to a standard productivity when if you spent that time on a person that is productive they will grow even more to produce more and come up with better ways to do things.What role does a leaders affectivity play in the workplace.It provides the the tempo for the environment. it is the ability to impact emotion and motivation. If the leader is negative it creates a negative environment. If they are positive it creates a positive environment. Both are contagious.compare and contrast the Pygmalion effect and the Golem EffectPygmalion Effect - when someone expectations are positive they influence performance positive if there are negative expectations then there is negative performance. it impacts the way we treat them by the way we perceive them.
Golem Effect - loss of performance resulting from low leader expectation. The process where leaders anticipate low performance causing the very behavior.In dealing with negotiations (or conflict resolution strategies) why is it important to focus on the interests of the parties, not on the positions of the parties.You are not going to change the position, you can compromise on the interests to come to a mutual benefit.What comprises credibility? How is credibility achievedCredibility is based on trust. Trust is formed in relationships by someone doing what they say they are going to do. There actions match their words.Briefly describe Herzberg's Two factor theoryHygiene and motivators.
Hygiene - supervisors and working conditions will not motivate
motivators - achievement, recognition and the work itself. to improve moral you have to make the work meaningfulHow can a leader influence team effectivenessa leaders expectation and enthusiasm drives the team, setting high but achievable goals and celebrate achievements and success.What is overbounding?some groups become so cohesive that they do not reach out for resources that could be beneficial.List and describe the four stages of group development.Forming - polite conversation getting to know one another, and rejecting negative leader characteristics.
Storming - intragroup conflict, the building of alliances, and leadership roles emerge.
Norming - leader emerges, group norms are developed, cohesiveness
Performing - now perform functional roles to complete tasks or goals.Define group norms and their functiongroup norms are informal rules to regulate group members behavior. they don't govern all behavior but those viewed as important for the group to survive and avoid problems.Distinguish between functional and dysfunctional turnoverfunctional turnover is healthy (retirement, substandard performers)
Dysfunctional is when the best and brightest leave due to becoming dissatisfied.Explain how level of authority affects leaders' and followers' behavior.Level of authority concerns one's hierarchical level in an organization. The types of behaviors most critical to leadership effectiveness can change substantially as one moves up an organizational ladder. First-line supervisors, lower-level leaders, and coaches spend a considerable amount of time training followers, resolving work-unit or team-performance problems, scheduling practices or arranging work schedules, and implementing policies. Leaders at higher organizational levels have more autonomy and spend relatively more time setting policies, coordinating activities, and making staffing decisions. Moreover, leaders at higher organizational levels often perform a greater variety of activities and are more apt to use participation and delegation.Discuss the principal difference between the situational leadership theory and Fiedler's contingency model of leadership.Situational Leadership- Certain traits and skills fit better in one situation than another, the leader must adapt. The leadership style is the behavior pattern of an individual who attempts to influence others. It includes both Directive (task) behaviors and Supportive (relationship) behaviors. Directive (task) behaviors: Help group members in goal achievement via one-way communication through: giving directions and defining roles. Supportive (relationship) behaviors: Assist group members via two-way communication in feeling comfortable with themselves, co-workers, and situation: asking for input and praising/listening.
Contingency Model- Assumes leaders default style is fixed, maybe a leader is more task oriented than people oriented so fit the right leader to the situation. Effective leadership is contingent on matching the leader's style.According to SLT, what are "developmental interventions?"There may be cases when the leader would like to see followers increase their level of readiness for particular tasks by implementing a series of developmental interventions to help boost follower readiness levels. The process would begin by first assessing a follower's current level of readiness and then determining the leader behavior that best suits that follower in that task. Instead of using the behavior prescribed by the model, however, the leader would select the next higher leadership behavior.
Developmental interventions are when a leader has determined a follower's level of readiness and want to increase it.
Adapting their leadership approach one level higher than that of their current level of readiness.Define formalization and mention its advantages and disadvantages for leaders and followers.Formalization describes the degree of standardization in an organization. Organizations having written job descriptions and standardized operating procedures for each position have a high degree of formalization. Whereas formalizing procedures clarifies methods of operating and interacting, it also may constitute demands and constraints on leaders and followers. Leaders may be constrained in the ways they communicate requests, order supplies, or reward or discipline subordinates. If followers belong to a union, then union rules may dictate work hours, the amount of work accomplished per day, or who will be the first to be laid off.
Formalization is the degree of standardization within an organization
Outlines what to when or when to do it.
Limits his/her response to a situation.Write a short explanation on follower readiness (SLT) giving an example.Readiness is not an assessment of an individual's personality, traits, values, age, and so on. It is not a personal characteristic, but rather how ready an individual is to perform a particular task.
An example of a follower's readiness is his/her ability to perform a task with or without explicit instructions.
ER doctor may be able to perform multiple medical tasks however may not be able to conduct a formal meeting.Explain how organizational culture impacts organizational climateOrganizational culture has been defined as a system of shared backgrounds, norms, values, or beliefs among members of a group, and organizational climate concerns members' subjective reactions to the organization. The two concepts are distinct in that organizational climate is partly a function of, or reaction to, organizational culture; our feeling or emotional reactions about an organization are probably affected by the degree to which we share the prevailing values, beliefs, and backgrounds of organizational membersList the similarities and differences in the behavior and style of both charismatic and transformational leaders.Similarities: Both transformational and charismatic leaders are inherently future-oriented, and strive for organizational or societal change. They both involve helping a group move "from here to there."
Differences: Charismatic leaders who are not transformational can convey a vision and form strong emotional bonds with followers but do so to meet their own needs. Transformational leaders are always controversial; charismatic leadership almost inherently raises conflicts over values or definitions of the social good.Briefly contrast bad leadership with managerial incompetence and contrast managerial incompetence with managerial derailment. Also, contrast episodic managerial incompetence and chronic managerial incompetence.Bad Leadership (Destructive Leadership)- Individuals who are effective at building teams and getting results through others, but who obtain results that are morally or ethically challenged or undermine organizational or community success, examples Hitler/Stalin/Saddam Hussein.
Managerial Incompetence - Describes a person's inability to build teams or get results through others.
Managerial Derailment - A concept closely related to managerial incompetence is managerial derailment. Managerial derailment occurs when individuals who at one time were on the fast track have their careers derailed.
Episodic vs. Chronic Managerial Incompetence:
Episodic Managerial Incompetence - When people in positions of authority face extremely tough situational or follower events that temporarily interfere with their ability to build teams and get results. All competent managers experience occasional episodic managerial incompetence; the trick is to limit the frequency and duration of these occurrences (P. 639)
Chronic Managerial Incompetence - Is when taxing situational or follower events permanently disrupt a person's ability to build teams or get results.What are "dark" side personality traits and how might they come into play with criminal Justice leaders? How do dark-side traits have a bigger influence on performance for people in leadership versus followership roles?"Dark" side traits are those which are irritating and counterproductive and interfere with a leaders ability to build a cohesive team.
Leaders with this dark-side trait have an unhealthy mistrust of others, are constantly questioning the motives and integrity of their followers, and are vigilant for signs of disloyaltyBriefly define conflict and provide several potential causes of conflict in the organization.Occurs when opposing parties have interests or goals that appear to be incompatible. Conflict can occur when group or team members:
The most important contributing factor towards creating conflict is a lack of communication between the parties involved. Many conflicts are a result of a misunderstanding or communication breakdown.Explain how a follower's level of dissatisfaction is an important ingredient in a leader's ability to drive change. What must a leader who wishes to implement change do regarding employee dissatisfaction?The key for leadership practitioners is to increase dissatisfaction to the point where followers are inclined to take action, but not so much that they leave the organization. Followers will have a heightened emotional response. The leader must ensure these responses are channeled into the vision of the leader for the organization. To increase dissatisfaction, leaders can talk about potential competitive, technology, or legal threats or employee concerns about the status quo. They can also capitalize on or even create some type of financial or political crisis, benchmark against other organizations, or substantially increase performance standards.
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