MGMT3302 Notes PDF

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MGMT3302 Notes Week One: Definition of Leadership:  No overarching definition  What we can agree on: o Influencing process o Between and leader and followers  Therefore, leadership requires a social context to be enacted  Leadership is explained by: o Leader’s dispositional characteristics (Individual differences i.e. Personality, traits, skills…) o Leader behaviours (What the leader does) o Follower perceptions and attributions of the leader (An influencing process considers two sides) o Context of the leadership (The situation in which it is being held) Leadership Theories:

Emergence vs. Effectiveness:  Emergence: o You are seen/known as a leader by your peers o And/or you place yourself in situations which may allow you to be viewed as a leader o For example:  A person high in extroversion might be more readily identified by their peers as the leader  Effectiveness: o You are a ‘good’ leader o For example:  A leader who can flexibly use a range of skills and competencies to achieve positive goals and outcomes in collaboration with their followers  There is a distinct difference between being seen as a leader, and being an effective leader once you are in that situation  So, an individual can: o Emerge as a leader, but not be an effective leader 1

MGMT3302 Notes o Potentially be an effective leader, but does not emerge as one o Emerge as a leader and be effective  Researchers have an interest in studying the factors which lead to emergence and effectiveness Leader Development:  “Expansion of an individual’s capacity to be effective in leadership roles & processes” (Day, 2012)  30% due to genetics o But, weaker when brought up in right social environments o Empirical evidence… AT&T Management Progress:

Developmental Trajectories:

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MGMT3302 Notes Developable Leadership Skills: Domain Specific Skills Cognitive Speaking Active Listening Writing Reading Comprehension Active Learning Interpersonal Social Perceptiveness Coordination Persuasion Business Management of Material Resources Operations Analyses Management of Personnel Resources Management of Financial Resources Strategic Visioning Systems Perception Identification of Consequences Identification of Key Causes Problem Identification Solution Appraisal Skills Approach?  What are the “right” skills?  Complete set? Manageability?  Time frame for development? o Expertise model? 10,000 hours of dedicated practice… Leadership Development – Common Design Elements:  Briefing session  Participant preparation and reading  Individual planning  Action learning  Immersive methods  Reflective learning  Senior leader involvement  Shadowing  Mentoring  Buddying  Peer networks  Experiential activities  Community activities  Innovative technologies  Celebration activities

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MGMT3302 Notes Week Two: Goal Hierarchy:

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Why do we do what we do when we have so many things we should do? o Goal choice (behaviour) driven by higher-order goals, identities & values

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MGMT3302 Notes Our Research:  Motivation of maintenance personnel to provide accurate information on the state of the equipment  Engaging in pro-environmental behaviours  Motivation of teachers, engineers, academics and students to do a wide range of tasks  So far, the data validates the model  The more strongly connected a task/behaviour is, the more likely it is to be viewed as important and more likely to put effort in Leadership:  How does a person’s leader identity fit in to their overall goal hierarchy? o Do they have a leader identity? o If they do (or are forced to) how strongly and densely does it relate to their other goals? o Is it negatively connected to any other goals?  You will be developing your own goal hierarchy and interpreting it during the tutorial Summary:

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MGMT3302 Notes Implicit Theories:  What is a leader like? What traits, characteristics and abilities do they have? Implicit Attributes:  Sensitivity  Intelligence  Dedication  Dynamism  Tyranny  Masculinity So, What?

Authentic Leadership:  Self-awareness, other awareness, and a developmental focus  The creation of high levels of trust built on a firm ethical and moral framework  Commitment to organisational success grounded in social values Outcomes:  Job satisfaction, trust, organisation commitment, work engagement, well-being, etc.  “Personal identification with authentic leaders influences followers’ workgroup and organisational identification, because the leader represents the interests of the group and works towards achieving goals important to the organisation” – Wong et al. (2010, p. 897)

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MGMT3302 Notes Marcus Aurelius:  He who lives in harmony with himself lives in harmony with the universe

Self-Concept:  More than one “self”  Group identities o Gender, occupation, culture, etc.  Personal identities o Sporty, intellectual, party animal, etc.  Leadership involved in both Leaders & Group Identity:  Each group has a group prototype o Characteristics that members have in common, what distinguishes them from other groups o Idealised image of the group  For example, prototype of a group of friends might be a person who… o Likes to go to the pub and relax o Dresses like they don’t care o Drinks a lot o Looks after their friends

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MGMT3302 Notes Similarity to Group Prototype:

Effects:  Affects beliefs about leader’s group orientedness  More likely to trust in leader’s intentions  Affects emergence and effectiveness  Other effects o Follower satisfaction, task performance, creativity Leaders & Personal Identity:  Seeing oneself as a leader  “An identity or sub-identity that an individual holds regarding his or her role as a leader… [that] does not necessarily relate only to formal leadership roles, but more importantly how an individual comes to think of oneself as a leader” – Day et al., 2009 Effects:  Related to decision making (Kramer, 2004)  Aspects of a leader identity related to engaging in leadership experiences amongst US college students (Smith, et al., 1998)  University student’s development of leader self-identity was related positively to the development of their effectiveness as leaders (Day and Sin, 2011)

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MGMT3302 Notes How Does It Develop?

Internal Matching:  Need to understand goal hierarchy…

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MGMT3302 Notes Week Three: Personality:  An enduring pattern of psychological and behavioural attributes  Sources of personality differences o Heredity (nature) o Environment (nurture)  Personality Theories o Trait theories o Psychodynamic theories o Humanistic theories Definitions:  Personality: Unique organisation of characteristics that define and individual and determine that person’s pattern of interaction with the environment  Characteristics: Includes thoughts, feelings, and behaviours that combine distinctly in each individual  Traits: Continuous dimension on which individual differences may be arranged quantitatively in terms of the amount of characteristic the individual exhibits The Big Five:  Five factor model of personality  Quite well supported by research evidence o Extroversion o Emotional stability o Agreeableness o Conscientiousness o Openness to experience Trait Approach:  The Great Man/Great Woman Approach  Prevalent before the 1950s  Effective leaders possess distinguishing traits that set them apart from others o E.g. honesty, integrity, charism, strength, decisiveness, enthusiasm, selfconfidence, sex-appeal etc. Conclusions:  Stogdill (1948) review of trait studies o Overall, no simple pattern of traits  Weak Generalisations o Ability o Sociability o Motivation

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MGMT3302 Notes How Does Personality Influence Behaviour?

Leadership Paradox:  Judge & long (2013) o Socially desirable and socially undesirable traits o Positive in some contexts but negative in other contexts Social Desirability of Traits: Socially Desirable  Extrovesion  Agreeableness  Conscientiousness  Emotional Stability  Openness Socially Undesirable  Narcissism  Histrionic  Dominance  Machiavellianism

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MGMT3302 Notes Bright Traits: Traits Extroversion

Agreeableness

Conscientiousnes s

Bright Side More likely to emerge as leader; more charismatic and inspiring; greater ambition

More considerate; more positive interpersonal interactions and helping behaviour; lower conflict; lower deviance and turnover Greater desire to lead; more effective at setting and maintaining goals; more ethical

Emotional Stability

Greater desire to lead; more positive vision; more ethical

Openness to experience

More innovative; more visionary; more adaptable

Dark Traits: Traits Narcissism

Histrionic

Dominance

Machiavellianism

Bright Side More likely to emerge as leader; more willing to defend territory against threats; more charismatic More likely to emerge as leader; more likely to be viewed as charismatic and innovative; good social skills, especially in new environments More motivated to lead; more likely to emerge as a leader; more effective at taking charge Greater motivation to lead; more politically astute; may win greater gains for group

Dark Side More impulsive and risky decisions; less likely to listen to followers; may lack persistence and commitment to long-term vision Lower ambition to lead or excel; less initiating structure; easily rolled off course by influential followers Reduced adaptability; more controlling; more likely to lose visionary focus in favour of micromanagement Less able to detect risks; less concerned with danger; more likely to choose easy wins that verify self-concept Non-conformists; more likely to lead group in dangerous or independent direction; less likely to accept leadership from above Dark Side Inflated self-views in terms of leadership; exploitive and manipulative leadership; derogation of perceived competitors Vanity; attention-seeking; overly dramatic and unstable; low tolerance for frustration

Perceived as controlling or domineering; may be conflictseeking difficult interactions with followers Less considerate; more manipulative; overly political; win-lose leadership

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MGMT3302 Notes Followers: Job Knowledge

Individualism/Collectivism

Organisational Structure: Strong versus weak situations Fit with structure

Followers with low job knowledge want initiating structure, not consideration Low task complexity or high job knowledge then want consideration, not initiating structure Collectivism – followers expect leader to look after them

Conscientiousness, dominance Agreeableness

Agreeableness Narcissism

Ability to have any effect at all Mechanistic versus organic structure

Openness to experience

Summary:  Personality  Complexity – bright & dark traits  Complexity – bright sides & dark sides  Complexity – situational moderators

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MGMT3302 Notes Week Four: Full-Range Leadership:  Transactional Leaders o Guide or motivate their followers in the direction of established goals by clarifying roles and task requirements or by correcting mistakes  Transformational Leaders o Provide a purpose, increase intrinsic motivation, get followers to identify with the leader  The best leaders are both transactional and transformational

Transformational Components:  Individualised consideration o Listen to each follower, attend to each follower’s needs, act as a mentor  Intellectual stimulation o Challenge assumptions, take risks, get ideas  Inspirational motivation o Articulates vision, communicates meaning, high standards, optimism  Idealised influence o Charisma, take stands, identify with the leader, appeal on emotional level

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MGMT3302 Notes Transactional & Laissez-Faire (Judge & Piccolo 2004):  Contingent reward very effective: o R’ship with effectiveness = .15  Management by exception (active) somewhat effective: o R’ship with effectiveness = .04  Management by exception (passive) detrimental: o R’ship with effectiveness = -.06  Laissez-faire detrimental: o R’ship with effectiveness = -.14 Transformational (Judge & Piccolo 2004):  Transformational leadership very effective o R’ship with effectiveness = .37  Research generally doesn’t distinguish the components o Very highly correlated Summary:  Clarifying goals, rewarding when appropriate, checking for errors is good  Setting challenging goals, having a vision, considering the “person” is even better  So how do you create inspiring visions? What is a Vision?  Ideal future state  Attainable – grounded in the current reality How Vision Works?  Links present to the future  Energises people and gets commitment  Gives meaning to work  Establishes standard of excellence  Enforces integrity Characteristics of a Vision:  A picture  A change  Values  A map  A challenge Themes of Inspiring Visions:  Broad appeal  Deals with change  Encourages faith & hope  Reflects high ideals  Defines the destination & the journey

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MGMT3302 Notes How?  Develop ideas for where you want to go  Communicate with broader organisation – where do they want your team to go?  Communicate with your team – where does each member want to go? Where do they see the team going?  Operate at multiple levels Communication:  The transference and understanding of meaning  Communication process:

Communication – When it works:

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MGMT3302 Notes Communication – When it Doesn’t Work:

Communication Barriers – Selection of Material & Noise:  Filtering  Selective perception  Info overload  Physical noise Communication Barriers – Language Barriers:  Semantics  Ambiguity o Grammatical ambiguity o Informal ambiguity  Jargon  Inter-cultural differences Communication Barriers – Deception:  Lying  Distortion (including filtering)  Impression Management o Ingratiation o Self-promotion o Face-saving

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MGMT3302 Notes Listening: Poor Listener Is passive, laid back Tunes out dry subjects Is easily distracted

Good Listener Asks questions, paraphrases what is said Looks for opportunities, new learning Fights distractions; tolerates bad habits; knows how to concentrate Tends to daydream with slow speakers Challenges, anticipates, summarises; listens between lines to tone of voice Is minimally involved Nods; shows interest; positive feedback Tunes out if delivery is poor Judges content; skips over delivery errors Has perceptions; argues Does not judge until comprehension is complete Listens for facts Listens to central themes No energy output; faked attention Works hard; exhibits active body state, eye contact Resists difficult material in favour of Uses heavier material as exercise for the recreational material mind Supportive Communication (Carlopia et al. 2005):  Problem-oriented not people-oriented  Congruent not incongruent  Descriptive not evaluative  Validating not invalidating  Specific not global  Conjunctive not disjunctive  Owned not disowned  Supportive listening not one-way listening

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MGMT3302 Notes Persuasive Communication:

Channels of Communication:

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MGMT3302 Notes E-mails:  Google “email etiquette”  61,700,000 websites with tips Summary:  Why you need vision  How to create vision  How to communicate vision  How to have dialogues

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MGMT3302 Notes Week Five: Types of Charismatics:  Personalised vs. Socialised o Personalised – dominant, self-interested, authoritarian, psychological distance o Socialised – socially constructive, egalitarian, mutual interests  Role vs. personal o Role – strong public image, celebrities o Personal – faith based on the person  Close vs. distant o Close – directly connected, social, open, considerate o Distant – no personal interaction, rhetorical skills Characteristics of Charismatics:  Requisite Abilities o E.g., rational & technical competence correlated .36 with charismatic leadership (Pitman, 1993)  Personal Traits o Enthusiastic, self-actualised, tolerant of ambiguity (Labak, 1973) o Self-monitoring (Sosik & Dworakivsky, 1998) o Proactive personality (Crant & Bateman, 2000) o Power motive (De Hoogh et al., 2005) Characteristics of Charismatics:  Expressive behaviour; but for males, emotional control (Riggio, 2002)  Self-confidence  Self-determination  Insight  Freedom from internal conflict  Eloquence and rhetoric  Activity & energy levels Characteristics of Followers:  Susceptibility to Charisma o Distress o Low self-esteem o Unclear self-concept  Desire to identify o Lonely o Apply rigid categories of good and evil o Identity confusion

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MGMT3302 Notes Behaviours of Charismatics:  Transformational/inspirational/vision  Management of meaning  Use of symbols  Management of information  Moulding followers’ expectations  Enabling & empowering  Self-fulfilling prophecies  Impression management Effectiveness of Charisma:

Summary:

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MGMT3302 Notes Leadership:

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MGMT3302 Notes Individual Transitions:

Planned Change:  Lewin’s Force-Field Analysis  Kotter’s Eight Stages Lewin’s Force-Field Analysis:  Unfreezing  Changing  Refreezing Lewin’s Leaders:  Increase driving forces o Incentives o Encourage change  Reduce restraining forces o Fear of failure o Economic loss o Opponents to change Kotter’s 8-Stage Model:  Establish a sense of urgency  Create a guiding coalition  Develop vision & strategy  Communicate the vision  Empower actions  Generate short-term wins  Consolidate gains  Embed changes in the culture

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MGMT3302 Notes Resistance to Change:

But It Might Be Rational:

Why Resist?  Previous experience  Lack of understanding of rationale  No trust in change people  Happy with status quo  Not clearly communicated  Belief that it’s not feasible  Economic threat  Fear of personal failure  Loss of status or power  Etc. Summary:  Change will happen  It will happen to people  Go through stages to make it happen effectively  Help people deal with change Week Six:

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MGMT3302 Notes Importance of Followership:  Everyone is a follower at one time or another  Leaders influenced by their followers’ actions and attitudes  Leadership qualities similar to effective follower qualities Types of Followers:

Alienated Follower:  Effective + But have experienced setbacks & frustration = “Who cares?” Passive yet independent Conformist Follower:  Rigid rules + Authoritarian environment = Active in the organisation but uncritical in thinking Pragmatic Survivor:  Organisation in desperate times + Highly political = Do whatever is necessary Passive Follower:  Over-controlling leaders + Initiative punished or not rewarded = No sense of responsibility Effective Follower:  Capable of self-management + Courage = Act the same regardless of their position The Leader-Member Exchange Approach:  Relationships are the same: o Leaders get along with all followers equally  Relationships are different: o Leaders don’t get along with other followers o Leaders get along with some followers The LMX Model:  Two distinct types of leader-member exchange relationships o In-group exchange: a partnership characterised by mutual trust, respect and liking o Out-group exchange: a partnership characterised by a lack of mutual trust, respect and liking  These relationships are related to important work outcomes In-groups and Out-groups:

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MGMT3302 Notes In-Group: - Competent - Trustworthy - Motivated Out-group: - Incompetent - Untrustworthy - Not motivated

Stages of Relationship Development: ...