CHAPTER IV Emprowering Leader Flashcards
(27 cards)
What is the role of the empowering leader
What is his model and management cycle
Innovative employee, sustainable career.
Intrinsic motivation- 4phase of the ppl management cycle.
Open system model
What the Nokia case tells us
Danger of disruptive innovation- board of directors must be challenged
What are the current challenges ?
Need for agility
No lead for ivory tower especially in VUCA context (Volatility, uncertainty, complexity, ambiguity)
Who draw innovation ?
IT 25%
Leadership style 75%
What are the top 3 skills needed in context of fourth Industrial Revolution ?
Complex pb solving
Critical thinking
Creativity
How IT influence jobs ? Will leaders be replaced by ICT ?
- repetitive jobs offer + job in IT fields (creativity, talent, social intelligence)
Ex Proximus Newspaper must adapt
Cross-domain skills = important
Machine cannot deal with ambiguous information, paradoxes, empathy
+ flexibility = teleworking
Is teleworking really positive ? Is the leader important ?
Research : lonely, less engaged employees + hard to self monitor and motivate.
Leaders = counter :( effects = Have to do more w/ less
Cannot make all decisions,
Job is not fixed task ex : licensed Dinosor Trainer & Unicorn collector offer
How leaders and employees have to deal with ICT
Know which evolution and challenges will your orga face
🚨 PPL act as entrepreneurs but leaders responsible to help them being employable
Focus on career no lifetime employment but EMPLOYABILITY
Ppl tend to be good at what they are passionate about
Boundary less career phenomenon = within orga ppl change jobs and will change for occupation for another.
🚨 ppl like safety and security
Is it possible for everyone to work until retirement ?
High autonomy and job variation = yes
Otherwise = no
Burnout risk higher between 18-34 in clerical workers
What is the open system model and how the leader is describe ?
1973 oil crisis = Japan competition = insecurity employement + IT evolution = + skilled ppl
Environnement : leader no time orga & plan- adapta- flexible & quick decision making.
Adaptability and external support = important
Organisation = adhocracy not bureaucracy
Leader = innovator use power/ influence
How can the leader motivate the employee ?
Sharing is power :
Delegate : promote self-directed & decision-making
Coach them to share information & request input
No manage top-down : bringing best of them by coaching them
Encourage idea generation
Promote joint-decision-making
Support information sharing
Strive for self-confidence & autonomy
Carrot and stick theory
Homo economicus = lazy
Taylor said ppl want high wages
Why ppl climb/ Wikipedia ? Less motivated when paid
Must = lose intrinsic motivation + moral compass
What is the role of desire and it’s link with self-motivation theory ?
Passionate = intrinsic motivation
Autonomy = how and what
Connectedness = positive social contact
Competence = do things well
What is the difference between controlled abdominal autonomous motivation ?
Having to = stress, obligation, external pressure (reward punishment) internal (guilt-shame)
Wanting to = freedom, personal meaning, integration, pleasure, desire
What is organisational citizenship behaviour and what is it related to ?
Doing more than job description bcs of motivation
Empowering leader feel more competent and autonomous
For which task the empowering leader is not efficient ?
Routine tasks
Less experienced employees (situation leadership model )
Not true : contrary = inexperienced employees need to have everything under control
Delegate = support = guide = lead
What are the skills of the E.L ?
Political skills
Orchestrability conflicts
Fostering accountability
HRM = coaching careers and conducting careers conversion
What about political skills and partner in crime
Everywhere every time : exchanging favour, confidential information etc
Ex : pre-meeting / post-meeting
Dvlp in flat organisation
Need partners in crime : some CEO think they are chief personal officer + want you to act on your own, others obligation
good to gain trust w- allies and opponent
Orchestrability conflict : dare to disagree
What is the Abilene paradox
Group thinks often agree.
Conformism “allergy to conflict”
Yes : play the man not the ball otherwise frustration and fear
Task level conflicts = better to take on new challenges
Stimulates in an open learning environnement
How to deal with conflict ?
In not important situation :
Cooperate = respond to other’s interests/ assertiveness own
Accommodation = harmony but against interest / ppl more skilled
Avoidance = interest of none / lose or too emotionally charged
In important situations :
Competing = win-lose approach / emergency
Compromising = temporary fixe / none win nor lose both give up
What rules can you use to win ? The 4 rules of thumb
Look after interest not position
Objective criteria
Multiple potential options
Play the ball not the man (break negative emotion spiral)
How can ou regulate temperature during change ?
Create a safe environement
Keep your finger on the pulse : stress but not too much
Exercise patience
How to foster accountability ? What the acronyme POWER stands for ?
Treat ppl as dependent and they will act this way
Confront employees with their responsibility
Positional power : legitimate authority/ higher demand
Opportunity power : right place / right time
Wealth prosperity : allocate financial or others resources
Expertise : knowledge / rational persuasion
Relationship : social network / capital, inspiring or personal appeal
How to coach careers ?
Person career fit : fit well in your career. Watch your career anchor
