Leadership Flashcards
(24 cards)
Leadership
“process whereby an individual influences a group of individuals to achieve a common goal”
will differentiate you from other people
Leadership has
many different leadership theories/types of leaders
- positive correlated task attributes: intelligence, openness to expertise, conscientious, emotional stability
- correlated interpersonal attributes: extraversion, emotional stability, communication skills (+) & narcissism, machiavellianism, psychopathy (-)
Management vs Leadership
Management
- focused on current promotes stability and efficiency
- skills: planning, organizing, analytical thinking, communicating/informing
- “keeps train running on time”
Leadership
- focused on future promotes change and adaptation
- skills: strategic thinking, innovation/creativity, inspiring
- “decides where tracks are placed”
Behavioral Theories of Leadership
- draw Managerial Grid
Contingency Theories: Situational Leadership
S1 Telling - provides instructions and closely supervise
S2 Selling - explain decisions and provide opportunity for clarification
S3 Participatory - shares ideas/facilitate in decision making
S4 Delegating - turn over responsibility for decisions/implementing
Follower Readiness
Low / R1: unable to/or unwilling or insecure
Moderate / R2: unable but willing or confident
R3: able but unwilling or insecure
High / R4: able, willing, confident
Path-Goal Theory Leadership Behavior
“leader’s job is to clear the path from the hole” - Robert House
- directive leadership
- supportive leadership
- achievement-oriented leadership
- participative leadership
- upward-influencing leadership
other types:
- Laissez-faire leadership (not assuming responsibility, NOT a way to lead)
- Transactional leadership (clarify role requirements, task accountabilities, etc. providing positive and negative rewards for performance)
- Transformational leadership (provides transformational change in engagement of org members toward org goals –> not substitute for transactional, but a complement to it: 1) have a vision, 2) communicate the vision in a compelling way, 3) mobilizing commitment/behaviors of others to the vision)
(works for individual or teams)
Characteristics of charismatic leaders
- self-confidence
- vision
- able to articulate the vision and make it real
- strong convictions about the vision
- behavior that is out of the ordinary
- strong abilities to manage change
- environment/resource sensitivity
Ernest Shackleton and “endurance”
led his crew to safety in the Antarctic
Kouzes and Ponser’s Leadership Practices
Practices: Challenging the process
Inspiring a Shared Vision
Enabling others to act
Modeling the way
Encouraging the heart
Lincoln on Leadership
People, Character, Endeavor, Communication
suggests what Lincoln did with people, character, etc.
Zenger and Folkman’s Competency Model
Character (high integrity and honesty)
Interpersonal skills
Personal capabilities
Focus on results
Leading Change
360 feedback
rate yourself, identify the other people evaluated, you get feedback report back from boss and everyone else
Extraordinary Leader model
empirical analysis suggests 5 primary dimensions of leadership behavior:
character
personal capability
focus on results
interpersonal skills
ability to lead organizational change (as required)
the 3 Ps of effective business leaders
Passion - having the passion for what you do
Performance - you hate to lose, set high standards
Principle - cheating in order to win doesn’t count, principle will always win over profit
Authentic leadership (Bill George)
very few successful people end up where they thought they would, and their life events are not random
luck = when hard work and preparation meet opportunity
there are clear cycles of life and those cycles = stages of leadership throughout one’s career
Authentic leaders (George) are
- they understand and learn from their Life Story (pivotal events, did not see themselves as victims)
- they are self-aware (clear insight and acceptance of yourself)
- they practice values and principles (what are you willing to get fired for?)
- they recognize both their extrinsic and intrinsic motivations (extrinsic motives are not intrinsically evil)
- they have a balanced life and stay grounded (how do you maintain balance, who keeps you humble and sane)
Stages of Life Leadership (George)
character formation –> bumping up against the world –> stepping up to lead (crucibles) –> peak leadership –> wisdom and giving back
- draw this
A simple truth about leadership excellence
Leadership excellence starts with the DECISIOn to be a great leader with an EXPLICIT COMMITMENT to greatness
Good to Great book / deciding to be a great leader involves:
1) introspection
2) self candor and objectivity
3) a willingness to do what it takes to improve
4) a time commitment
5) a dissatisfaction with being merely good
leadership effectiveness related to revenue
more effective leaders generate more income, more effective leaders have more satisfied/lower turnover
instead of linear relationship they have a bell curve
- non-linear relationship between leadership behavior and business results
- 3 groups of leaders (similar contribution levels within each group) - poor to fair = bottom 20%, good = middle 60%, great = upper 20%
- great leaders contribute significantly more than good and characterized not by absence of weakness but by presence of recognized strengths
- moving from good to great is better than good to more good / movement from good to great happens by building your strengths
A broadened approach to development
1) evaluate your current effectiveness and ability to contribute
2) identify your areas of strength and weakness
3) determine your best mix of development actions (fix any derailers or fatal flaws, identify development needs/issues, develop ways to go from good to great, use both direct and indirect development)
3) execute development plans and actions (address both strength and need areas, be thoughtful and introspective and learn from the experience)
Competencies, Org Needs, Passions
Competencies: business-relevant skills, behaviors, abilities, can include areas of knowledge and expertise, can be developed overtime, etc. (things at which you excel)
Organization Needs: what an org values; contributions for which they will pay you (things the org values/will pay you for)
Passions: naturally recurring patterns of through, feeling, generalized behavior, reflect your view of the world, your values, and personality, generally stable over time, typically areas of great interest (things you love to do)
Your sweet spot is where your competencies and passions match the needs of the org
developing leadership excellence
be introspective and open with yourself
- decide to become a great leader
- develop and display high personal character
- develop new skills
- find and work with coaches/mentors
- identify strengths (maximize), weaknesses (make them irrelevant), derailers (fix them)
- learn from mistakes
- seek ways to give/receive positive feedback
- learn from work experiences
- infuse energy into every situation
- allocate specific time to people development
- focus not on the skills needed in current role, but in future roles
- monitor and track your progress
