Ch 13 Flashcards
Leadership
Ability to positively influence people and systems under one’s authority so as to have a meaningful impact and achieve important results
Six competencies for leadership
- navigator: provide direction toward vision
- communicator: listens message to provide shared meaning
- mentor: provide others w/ a role to guide their actions
- learner: develop personal knowledge
- motivator: influence others to take action
Strategic leadership
Person’s ability to anticipate, envision, maintain flexibility, think strategically, and work with others to initiate changes that will create a viable future for the org
-EX: create and communicate a vision of future, substain culture, make strategic decisions, developed key competencies and responsibilities, selecting next leaders, infuse value systems to culture
Strategic leadership has three levels
- senior leaders involved in vision & strategy formulation
- mid-level leader develop executable action plans and projects
- supervisory leaders ensure these action plans are deployed throughout org, so essential tasks and projects may be accomplished in support of strategy vision
Leadership system
How leadership is exercised, formally & informally
- how decisions are made, communicated and carried out at all levels.
- include structures, mechanisms for making decisions, selection and development of leaders and managers and reinforcement values and encourage risk taking
- mechanisms for self examination and improvement
Situational leadership
(Better known contingency theories of leadership)
- offers important insights into the interaction between subordinate ability and leadership style
1. Unable and willing
2. Unable but willing
3. Able but unwilling
4. Able and willing
Four leadership styles
- Directing: communication from top-down. “Task orientated”
2: coaching: set overall approach and direction but work w/ subordinates and allow them to manage details
3: supporting: allocate tasks and set direction, subordinates have full controlled over the performance of their work
4: delegating: subordinates can do their work w/ little supervision or support
Transactional leadership theory
Assumes certain leaders may develop the ability to inspire their subordinates to exert extraordinary efforts to achieve org goals
-through behaviors, include contingent rewards, active and passive management by exception
Transformational leadership theory
- James m. Burns
- leaders adopt many of the behaviors, (idealized influence, individualized consideration, inspirational motivation, intellectual stimulation)
- have long term perspective, focus on customers, promote a shared vision and values, work to stimulate their org’s intellectually, invest in training, take risks, treat employees as individuals
Transformation leaders is diff from transactional leaders because,
Transformational leaders have greater interest in continuous org change and improvement transcending or aligning self-interests for the longer-range greater good of the org and members.
-transactional - more focused on satisfaction of self-interest and the maintence of the org status quo
Substitutes for leadership theory
Takes intriguing view that in many org’s if characteristic of subordinates (team members), the nature of the tasks that they perform, and the guidance and incentives provided by the org are aligned, then formal leadership tends to be unproductive or counterproductive
Emotional intelligence theory
The observation that too much reliance has been placed on the rational side of leadership in research studies
- Self-awareness
- Self regulation
- Motivation
- Empathy
- Social skill
Theory argues that expectation for emotional intelligence are generally not captured in performance evaluation systems, but that the self-management (1-3) and interpersonal skills (4-5) represented by the 5 components are essential for executive level leaders as “traditional” intelligence
Significance of emotional intelligence
For effective total quality lies in translating the “vision” of an integrated leadership system and long range planning process into action.
Corporate social responsibility
Responsibility of enterprises for their impacts on society
- practice good citizenship = good leader
- must behave ethically , sensitive to SoCal, cultural, economic, and environmental issues
- compliance w/ legal and ethical standards, Corp governance and protection of public health
ISO 26000:2010
Guidance on social responsibility -backgrounds, trends, characteristics -principles and practices -core subjects and issues -integrate, implement and promote socially responsible behavior throughout org -engage with stakeholders Communicate commitments, performance
