copyright © 2014 pearson education, inc. publishing as prentice hall. the leadership imperative:...

Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall.

THE LEADERSHIP IMPERATIVE: IT’S UP TO YOU

Chapter 2

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Chapter 2: The Leadership Imperative

1. Recognize why everyone needs to learn how to lead today.

2. Understand the characteristics of effective leadership.

3. Understand the characteristics of influential leadership.

4. Understand the characteristics of responsible leadership.

5. Assess theories and models of management and leadership.

6. Determine the necessity of transformational leadership.

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Chapter 2: The Leadership Imperative

7. Describe HR’s role in supporting and fostering excellent and ethical leadership.

8. Describe the steps one must take to become a great leader.

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Great Opportunities, Greater Challenges

Enhanced Leadership Needed

Use Power Responsibly

Apply Skills Live by Values and

Ethics

Introduction

1. Leadership: Whose Responsibility Is It?

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We All Need to Become

Great Leaders


Three Secrets of an Outstanding Leader Emotional and Social

Competence Effective Leadership

Power Influential Leadership

Ethics Responsible Leadership

Leadership Is Learned


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Leaders are not born—

they are made.



Why does organizational success depend on everyone assuming some leadership responsibilities?

Discussion Questions

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2. What Is the Secret to Effective Leadership?

What Are Competencies? Capabilities or Abilities Intent and Action Linked to Performance

Competencies in Social and Emotional Intelligence Difference between Great and Average

Leadership

Mastering Competencies

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Motives Traits Self-Concept Knowledge Skills

Competency components

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Differentiating

competencies


Threshold Competencies Basic Expertise

Differentiating Competencies Enhances Performance

Threshold and Differentiating Competencies

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Have become expected of

almost everyone at work

Threshold

competencies



Technical Competencies Tools and Processes

Cognitive Competencies “Big Picture”

Relational Competencies Working with

Colleagues/Customers

Technical, Cognitive, and Relational Competencies

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Social and Emotional Intelligence Self-Awareness Self-Management Social Awareness Relationship Management

Social and Emotional Competencies and Resonant Leadership

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Emotional Intelligence Resonant Organizations Resonant Leaders Critical for Application

Social and Emotional Competencies and Resonant Leadership

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Source: Adapted from Boyatzis, Richard E. 2008. Competencies in the 21st century (Guest Editorial). Journal of Management Development 27(1): 9.



Emotional Intelligence Empathy

Limbic Resonance Emotions Are Contagious

Emotional Intelligence and Limbic Resonance

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Self-Awareness Ability to Notice Ability to Understand At the Heart of Emotional Intelligence

Self-Awareness: The Foundation of Social and Emotional Intelligence



Think about an individual you know and respect at school or at work. What technical, cognitive, and relational competencies does the person have that you admire? Why do you admire these competencies?

Have you ever “caught” someone else’s emotions? If so, how could you have utilized self-awareness and self-control to protect yourself from taking on the negative emotions of others?


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The Opportunity … The Challenge …

If you have a clear idea about how power is used in organizations, you will be more likely to make ethical decisions, influence others, and deal well with destructive organizational politics.

Many people are uncomfortable with the idea of exercising power with the idea that others might use power to influence them.

The common view of ‘power’ is that with it come victims.

It is linked closely to culture. Different cultures view, use and distribute power differently.

3. What Is the Secret to Influential Leadership?

Power Organizational Politics

Introduction

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Managerial power

Obtaining, maintaining, and using power are essential to influencing the behavior of people in organizational setting.

“Power is all perception. Its non-use is its most powerful use. The trick is to use the least amount of power to create the maximum amount of change. Someone who has elegance can apply power selectively, like a laser, and carefully, almost unobtrusively, so that you don’t feel you’re being overpowered. You feel you’re being motivated.” Peter Gruber, quoted by Diane K. Shah in New York Times Magazine.14-18


Sources of Managerial Power


Power: The Key to Leadership

• Legitimate Power– The authority that a manager has by

virtue of his or her position in the firm.• Reward Power

– The ability of a manager to give or withhold tangible and intangible rewards.

• Coercive Power– The ability of a manager to punish others.

• Examples: verbal reprimand, pay cuts, and dismissal

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Power: The Key to Leadership

Expert Power Power that is based on special knowledge,

skills, and expertise that the leader possesses.

Referent Power Power that comes from personal

characteristics that people value and want to emulate and that cause people to feel respect or admiration.

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Making Decisions Taking Responsibility Democratic Participation

Self-Governance Voicing Concerns Contributing Ideas

Empowerment

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Empowered Employees and Organizations

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Empowered Employees

Have a say in how things get done

Point out problems and improve work processes

Empowering Organizations

Systems and processes that encourage employee involvement

Support programs that enable employees to deal directly with conflicts

Are more engaged and committed, which drives them to surpass average performance

Compensation programs that support collaboration and quality and discourage micromanagement



Empowerment and Theories X, Y, and Z

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Name Definition

Theory X A belief system that holds that the average employee is inclined to be lazy, without ambition, and irresponsible.

Theory Y A belief system that holds that workers are inherently ambitious, responsible, and industrious, and that they will work hard to help an organization reach its goals.

Theory Z A theory stating that organizations have strong, relational cultures, that employees have discretionary freedom in local decision making and are trusted to work autonomously.

Developed by Douglas McGregor.

Developed by William Ouichi.



Discuss a situation from your experience in which power was abused. How was it abused, and what were the consequences for you personally and for others?

Drawing on your own experience at work and in school, discuss the pros and cons of an empowered workforce.


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4.What Is the Secret toResponsible Leadership?

Ethics Values

Terminal Values Instrumental Values

Developing Values and Ethics

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How we lead is determined by what we value.


Terminal and Instrumental Values3-28



Individual Ethics Professional (or Occupational) Ethics Organizational Ethics Societal Ethics

Levels of Ethics

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Individual Ethics Social Environment

Professional (or Occupational) Ethics Company Specific Occupation Specific. Extremely Controversial Jobs Come with Ethical Code

Levels of Ethics

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Organizational Ethics Permeate a Company (runs deep) Reflect How Employees, and other

stakeholders are to be treated Societal Ethics

Related to Culture Heated Debates Signal Change

Levels of Ethics

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Ethical Dilemmas Best Solutions Found by People Who

Are in dialogue with one another Think deeply about what is best for all

Dealing with Ethical Dilemmas at Work

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Have you ever rationalized unethical behavior (yours or someone else’s)? Why and how did you do this?


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5.How Do Theories and Models Explain Management and Leadership?

Major Theories Trait Theories of Leadership. Behavior Models and Approaches to

Leadership. Contingency Approaches to Leadership.

Limitations of Major Theories

Introduction

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Enduring and Distinguishing Personal Characteristics

Prominent in the Early 1900s

Limitations Seriously Flawed

Studies

Traits Theories of Leadership

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Leadership Traits Identified in Research

Personality

Physical Characteristics

Intelligence and Ability

Social Background

Work-Related Characteristics

Social Characteristics



Beyond Personal Characteristics and Traits

Focus on Actual Behaviors Draw on Sociology, Psychology, and

Anthropology

Behavior Models and Approaches to Leadership

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Ohio State Studies Two Major Dimensions of Behaviors

Consideration-leaders engage in consideration when they show their subordinates that they trust, respect and care about them.

Initiating structure-leaders engage in initiating structure when they make sure that work gets done, and the organization is effective and efficient.

Behavior Models and Approaches to Leadership

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If we can better understand how to guide, direct, and influence people, organizations will be more effective and probably more enjoyable places to work.

Summary

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6.Is It Time to Take a Stand for Transformational Leadership?

Transformational Leaders-value people and focus on employees' needs for appreciation, inspiration, meaningful work, and personal growth

Transactional Leaders-people who follow traditional approach to management in which leader leads and subordinate follows (You do the work I assign to you, and I will reward you for your effort).

Introduction

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7.What Is HR’s Role in Supporting Excellent and Ethical Leadership?

Role Is “Support” Takes a Variety

of Forms

HR’s Leadership Roles

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7.What Is HR’s Role in Supporting Excellent and Ethical Leadership?

HR Obligation to Ethical Leadership Clarify the Organization's Code of Ethics

Programs Relevant to employee’s experiences Focused on developing good judgment Focused on reflection and dialogue Fully and visibly supported by management

Ethical Leadership Development

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copyright © 2014 pearson education, inc. publishing as prentice hall. the leadership imperative:...

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