Summary The Leadership Experience - Richard L. Daft PDF

Preview

Summary

Download Summary The Leadership Experience - Richard L. Daft PDF

Description

Summary The Leadership Experience

Richard L. Daft 5th Edition

Contents 1. What does it mean to be a leader? ................................................................................................. 4 1.1. The nature of leadership........................................................................................................... 4 1.2. The new reality for today’s organizations .............................................................................. 4 1.3. Comparing management and leadership ................................................................................ 5 1.4. Evolving theories of leadership................................................................................................ 6 1.5. Leadership is intentional ........................................................................................................... 8 2. Traits, behaviors, and relationships .............................................................................................. 10 2.1. Know your strengths............................................................................................................... 10 2.2. The trait approach ................................................................................................................... 10 2.3. Behavior approaches............................................................................................................... 11 2.4. Individualized leadership ........................................................................................................ 14 2.5. Entrepreneurial leadership ..................................................................................................... 15 2.6. Matching leaders with roles ................................................................................................... 16 3. Contingency approaches to leadership........................................................................................ 17 3.1. The contingency approach ..................................................................................................... 17 3.2. Fiedler’s contingency model .................................................................................................. 18 3.3. Hersey and Blanchard’s situational theory........................................................................... 19 3.4. Path-goal theory ...................................................................................................................... 21 3.5. The Vroom-Jago contingency model .................................................................................... 23 3.6. Substitutes for leadership....................................................................................................... 25 4. The leader as an individual ............................................................................................................ 26 4.1. Personality and leadership ..................................................................................................... 26 4.2. Values and attitudes................................................................................................................ 28 4.3. Social perception and attribution theory.............................................................................. 29 4.4. Cognitive differences .............................................................................................................. 31 5. Leadership mind and heart ............................................................................................................ 34 5.1. Leader capacity versus competence ..................................................................................... 34 5.2. Mental models ......................................................................................................................... 34 5.3. Developing a leader's mind .................................................................................................... 35 5.4. Emotional intelligence - leading with heart and mind ........................................................ 36 5.5. Leading with love versus leading with fear .......................................................................... 38 6. Courage and moral leadership ...................................................................................................... 40 6.1. Moral leadership today ........................................................................................................... 40

© StuDocu.com

1

6.2. Acting like a moral leader ....................................................................................................... 40 6.3. Becoming a moral leader ........................................................................................................ 41 6.4. Servant leadership ................................................................................................................... 42 6.5. Leadership courage ................................................................................................................. 43 7. Followership .................................................................................................................................... 45 7.1. The role of followers ............................................................................................................... 45 7.2. Developing personal potential ............................................................................................... 47 7.3. What leaders want from followers........................................................................................ 47 7.4. Strategies for managing up .................................................................................................... 48 7.5. What followers want from leaders........................................................................................ 49 8. Motivation and empowerment ..................................................................................................... 52 8.1. Leadership and motivation ..................................................................................................... 52 8.2. Needs-based theories of motivation..................................................................................... 53 8.3. Other motivation theories ...................................................................................................... 55 8.4. The carrot-and-stick controversy .......................................................................................... 56 8.5. Empowering people to meet higher needs .......................................................................... 57 8.6. Employee engagement programs .......................................................................................... 58 9. Leadership communication............................................................................................................ 60 9.1. How leaders communicate ..................................................................................................... 60 9.2. Leading strategic conversations ............................................................................................ 61 9.3. Communicating to persuade and influence ......................................................................... 63 9.4. Selecting rich communication channels................................................................................ 64 9.5. Nonverbal communication ..................................................................................................... 65 9.6. Communicating in a crisis ....................................................................................................... 66 10. Leading teams ............................................................................................................................... 67 10.1. Teams in organizations ......................................................................................................... 67 10.2. Team types and characteristics ........................................................................................... 68 10.3. Team effectiveness ............................................................................................................... 70 10.4. The team leader's personal role .......................................................................................... 71 10.5. The leader's new challenge: virutal and global teams ...................................................... 72 10.6. Handling team conflict ......................................................................................................... 74 11. Developing leadership diversity ................................................................................................. 76 11.1. Leading people who aren't you ........................................................................................... 76 11.2. Diversity today ...................................................................................................................... 76 11.3. Challenges minorities face ................................................................................................... 77

© StuDocu.com

2

11.4. Ways women lead ................................................................................................................. 78 11.5. Global diversity ...................................................................................................................... 79 11.6. Becoming an inclusive leader .............................................................................................. 80 11.7. Personal qualities for leading diverse people .................................................................... 81 12. Leadership power and influence ................................................................................................ 83 12.1. Three kinds of influential leadership................................................................................... 83 12.2. Power, influence, and leadership ........................................................................................ 84 12.3. Sources of leader power ...................................................................................................... 85 12.4. Increasing power through political activity ........................................................................ 86 12.5. Ethical considerations in using power and politics ........................................................... 87 13. Creating vision and strategic direction ...................................................................................... 89 13.1. Strategic leadership............................................................................................................... 89 13.2. Leadership vision ................................................................................................................... 89 13.3. Mission ................................................................................................................................... 90 13.4. Strategy in action .................................................................................................................. 91 13.5. The leader's contribution ..................................................................................................... 92 14. Shaping culture and values.......................................................................................................... 94 14.1. Organizational culture .......................................................................................................... 94 14.2. Culture strength, adaption, and performance ................................................................... 94 14.3. Cultural leadership ................................................................................................................ 96 14.4. The competing values approach to shaping culture ......................................................... 97 14.5. Ethical values in organizations............................................................................................. 98 14.6. Values-based leadership....................................................................................................... 98 15. Leading change ........................................................................................................................... 101 15.1. Change or perish ................................................................................................................. 101 15.2. A framework for leading change ....................................................................................... 101 15.3. Appreciative inquiry ............................................................................................................ 102 15.4. Leading for innovation........................................................................................................ 103 15.5. Implementing change.......................................................................................................... 105

© StuDocu.com

3

1. What does it mean to be a leader? This chapter introduces the concept of leadership and explains how individuals can grow as leaders. The biggest challenge leaders face today is the changing world that wants a new paradigm of leadership. The new reality involves the shift from stability to change and crisis management, from control to empower, from competition to collaboration, from uniformity to diversity, and from a self-centred focus to a higher ethical purpose. The challenges for leaders is to evolve to a new mind-set that relies on human skills, integrity, and teamwork.

1.1. The nature of leadership Leadership can be described as the ability to support and inspire the people who are needed to achieve organizational goals. Leadership is the ability to support and inspire the people who are needed to achieve organizational goals. It involves influence, it occurs among people, those people intentionally desire significant changes and these changes reflect purposes shared by leaders and followers. Leadership is an everyday way of acting and thinking. It is not something that is done to people: effective followers are needed to create effective leadership.

1.2. The new reality for today’s organizations Collaboration presents greater leadership challenges than the old concept of competition. It is often difficult to create an environment of teamwork and community. Yet the call for empowerment, combined with an understanding of organizations as fluid, dynamic, interactive systems helps motivating people towards their goal. Rapid changes are causing fundamental shifts that have dramatic impact on organizations and present new challenges for leaders. These shifts represent a transition from a traditional to a new paradigm. A paradigm is a shared mind-set that represents a fundamental way of thinking about, perceiving and understanding the world. Today’s best leaders accept the inevitability of change and crisis and recognize them as potential sources of energy and self-renewal. The old assumption that strict control is needed for the organization to function efficiently and effectively is replaced by the realization that the basis of today’s economy is becoming information rather than possessions. It is better to share power and get everyone in the organization involved and committed. Success depends on the intellectual capacity of all employees. Most successful organizations stress teamwork, compromise and cooperation and more and more organizations increase collaboration with others. A

© StuDocu.com

4

new form of global business is made up of networks of independent companies that share financial risks and leadership talents and provide access to one another’s technologies and markets. Collaboration presents greater leadership challenges than the old concept of competition. It is often difficult to create an environment of teamwork and community. Yet the call for empowerment, combined with an understanding of organizations as fluid, dynamic, interactive systems helps motivating people towards their goal. Many of today’s organizations were built on assumptions of uniformity, separation, and specialization. However, bringing diversity into the organization is the way to attract the best talent and develop a mind-set broad enough to thrive in a multinational world. Besides the shift from self-centred to the new paradigm of emphasizing accountability, integrity and responsibility, there is also a shift from the ‘leader-ashero’ to the ‘hard-working-behind-the-scenes-leader’ who quietly builds a strong enduring company by supporting and developing others rather than pushing his or her own abilities and successes.

1.3. Comparing management and leadership Both management and leadership are concerned with providing direction for the organization, but there are differences in providing direction, aligning followers, and building relationships. Management is the attainment of organizational goals in an effective and efficient manner through planning, organizing, staffing, directing, and controlling organizational resources. Both management and leadership are concerned with providing direction for the organization, but there are differences: In providing direction, management focuses on establishing detailed plans and schedules for achieving specific results, then allocating resources to accomplish the plan. Leadership calls for creating a compelling vision of the future and developing farsighted strategies for producing the changes needed to achieve that vision. A vision is a picture of an ambitious, desirable future for the organization or team. To be compelling for followers, it has to be something they can relate to and share. In aligning followers, management entails organizing a structure to accomplish the plan, staffing the structure with employees and monitor implementation of the plan. Leadership is concerned with communicating the vision and developing a shared culture and set of core values that can lead to the desired future state.

© StuDocu.com

5

In building relationships, management focuses on objects, such as machines and reports, and on taking the steps needed to produce the organization’s goods and services. Leadership, however, focuses on motivating and inspiring people. Whereas management relationship is based on position and formal authority, leadership is based on personal influence. Management maintains a degree of stability, predictability, and order through a culture of efficiency. Leadership, on the other hand, creates change within a culture of integrity that helps the organization thrive over the long haul by promoting openness and honesty, positive relationships, and long-term innovation. Leadership facilitates the courage needed to make difficult and unconventional decisions that may sometimes hurt short-term results and therefore serves a higher ethical purpose. Leadership is more than a set of skills and developing leadership qualities takes work. Effective leaders know how they are and what they stand for. Leadership requires the courage to admit mistakes and doubts, to listen, and to trust and learn from others.

1.4. Evolving theories of leadership Concepts of leadership have evolved over time. Major research approaches include Great Man, trait, behaviour, contingency, influence, and relational theories. Elements of all these approaches are still applicable to the study of leadership. The concept of leadership has changed over time. It typically reflects the larger society and theories have evolved as norms, attitudes, and understandings in the larger world have changed. The various leadership theories can be categorized into six approaches: Great Man theories. The earliest studies adopted the belief that leaders were born with certain heroic leadership traits and natural abilities of power and influence. Leadership was conceptualized as a single ‘Great Man’ who put everything together and influenced others to follow...