Notesale: Turn your study into money

Document Preview

Extracts from the notes are below, to see the PDF you'll receive please use the links above

---

Collaborative Leadership: Lecture 2 Notes
Basic Concepts
Definitions:
o
o
o

Leadership: a process whereby an individual influences a group of individuals to achieve a common goal
Collaboration: involves working together to maximize each party’s interests and/or to accomplish a shared
outcome
Collaborative Leadership: a process for building – or helping to ensure the success of – a heterogeneous team
to accomplish a shared purpose

Why Collaborative Leadership?
o
o

Why Collaborate? – In today’s day and age **** (not feasible)
Why Not Compete or Force?
- More creative solutions, innovations
(More ideas and better decision making)
- More “value” for everyone
(The concept of ‘Expanding the Pie’, peoples preferences differ)
- More motivation and more effective implementation
(Builds commitment (vs
...
and keep the system running smoothly
Generally given titles and formal authority to be in charge
Maintain status quo by emphasizing structures, controls, and actions intended to achieve predictability and
order
Master routines
Administers
Maintains
Focuses on systems and structure
Relies on control
Has a short-range view
Asks how and when
Has his/her eye on the bottom line
Imitates
Accepts the status quo

o

Does things right

Both Leadership and Management are Important
o

o

Leadership is needed to create a new vision, set a new direction, “rally the troops”
- Without leadership, an organization may lack a vision/direction for the future, and thus may be unable to
innovate and compete effectively in a dynamic marketplace
Management is needed to plan organize, and control the resources to “get there” effectively
- However, without management, a leader may set a new vision from the future, but the organization may
never “get there”

High Potential Employees (HIPOs)
o

Organizations are desperate to identify and develop “leadership” talent
- People who can “shake things up”, lead change, take initiative, innovate
- People who can inspire and exercise lateral influence (not just manage through authority)
- People who work collaboratively (not hog all the power and glory)
Who recognize that “great leaders” are great leaders because of the people around them

Leadership is about influence
- At its root, leadership is the act of influencing others
- To be an effective leader:
o Necessary to influence others to support and implement decisions the leader and
group members perceive as necessary
- No influence = no leadership
Influence – a force one person exerts on someone else to induce a change in the target’s
behaviours, thoughts, feelings opinions, attitudes, goals, needs and values in a particular direction
...
Judge in a courtroom
o Powerful in short-term, but in long-term, not very strong in isolated
o An individual with legitimate power uses influence through demands or requests
deemed appropriate by virtue of that individual’s positon and role
o Legitimate power can be used to influence laterally and even upward


Influence Tactic
 Legitimizing a Request
o Seeking to persuade others that the request is something they
should comply with given their situation, organization
rules/regulations or position
o This tactic is most appropriate for a request that is unusual and of
doubtful legitimacy to the target person
o Legitimizing tactics are used more in a downward and lateral
direction than in an upward direction

-

Positional Power: Reward Power
o Based on the capacity to provide rewards to others (raises, bonuses)
o In many work environments, managers have limited control over the rewards granted
to employees
o Extensive use can weak this source of power as people’s expectations adjust (very
frequent compliments)
o Overemphasis on rewards for performance can lead to resentment and feelings by
workers of being manipulated
o Intangible (symbolic rewards) and tangible rewards can be used for motivation
 Influence Tactic
 Exchange
o Making an explicit or implicit offer to reward a person for doing
what you request
o Involves exchanging favors, sharing benefits, and establishing
reciprocity
 Appraising the Target
o Explaining how complying with a request will likely benefit the
target person as an individual

-

Positional Power: Coercive Power

o
o

Derived from having the capacity to penalize or punish others (police giving speeding
ticket)
Creates resentment and backlash and may backfire
 Influence Tactic
 Pressure
o Demanding, threatening, intimidating or warning that the target
person will suffer consequence
 Assertiveness
o Repeatedly making requests, setting timelines for project
completion or expressing anger toward individuals that do not
meet expectations
 Upward Appeals
o Seeking the approval/support of those in higher positions within the
organization prior to making a request of someone
o Getting someone from above to do the influencing
o Could appear as bullying

-

Personal Power: Referent Power
o Based on identification with, attraction to, or respect for the power-holder (teacher
who is adored by students has referent power)
o Often used in advertising to influence us to act
o Abuse can kill this source of power
o Referent power often reflects the strength of the relationship between the leader and
the followers
 Influence Tactics
 Inspirational appeal
o Uses the targets values, ideals, aspirations and emotions as basis for
gaining commitment to a request or proposal
o Used more in a downward direction than in a lateral or upward
direction
 Being charming
o Individuals who possess personal charisma in the eyes of the group
members can be more effective with this approach
 Personal Appeal
o Asking for a special favor based on friendship or loyalty
 Ingratiation
o Use of friendly behaviour
o Often used in a lateral direction

-

Personal Power: Expert Power
o Based on followers perceptions of the leader’s competence, expertise, knowledge
o People tend to listen to those who they are experts and are knowledgeable on the
subject
 Influence Tactics
 Rational Persuasion
o Using logical arguments and factual evidence to persuade
somebody
o Requires assertiveness and research to be effective for this tactic
 Developing a Reputation as a Subject Matter Expert (SME)
o Could be viewed as a subset of rational persuasion
o Demonstrating expert knowledge on the top

-

Other Bases of Power
o Information power – power based on the leader’s possession of or access to info
perceived as valuable by others
o Connection power – power based on the leader’s connection with influential or
important persons inside or outside the organization

Range of Influence Tactics
 Influence tactics can be viewed in terms of the amount of freedom the leader allows the
follower to accept his or her influence
o Soft Tactics
 Influence behaviours that are considered thoughtful and constructive; these
allow the person to be influence more latitude in deciding whether or not to
accept the influence (rational persuasion, personal appeals, inspirational
appeals
o Hard tactics
 More forceful; push the other person to comply by leaving the target with less
freedom; may place more strain on the relationship (exchange, pressure,
upward appeal)
Reactions to Power
 Commitment – enthusiastic response with high-level effort
 Compliance – moderate response with minimal effort
 Resistance – minimal, if any, response with delayed effort

Positive Tactics – those that do not harm relations when you use them (inspirational appeal, consultation, exchange)
Negative tactics – those that strain relationships, hurt others, and/or damage reputations
** The process of influence is very dynamic
...
Effective leaders learn how to modify their approach in real-time in response the follower
...
g
...
g
...
g
...
By staying in control of their feelings and impulses, they craft an environment of trust,
comforts and fairness
...
g
...
) worth ethic, and satisfaction are relatively stable
over time:
- Virtually all personality characteristics show heritabilities in the range of 50% and substantial cross-time
stability, even over spans of decades

Recap of the Traits Approach
o
o
o
o

Over 100 years research; provides a benchmark for what to look for in a leader
Certain traits, motives, and characteristics increase the probability that a certain person will emerge as a
leader…and will be effective as a leader (which are not necessarily the same thing!)
Possessing certain traits does not guarantee leadership effectiveness…little research on the effects of traits on
leadership outcomes
The leadership situation often influences which traits are most important: A person who emerges as a leader in
one situation may not emerge as a leader in another situation

Application of the Trait Approach
o
o

Provides direction as to which traits are good to have I one aspires to a leadership position
Through various test and questionnaires, individuals can determine whether they have the select leadership
traits and can pinpoint their strengths and weaknesses

o
o
o

Can be used by managers to assess where they stand within their organization and what is needed to strengthen
their position
Can be used by an organization to identify future leaders and high-potential employees (to a certain extent)
Not very useful for training and development

The Real World Perspective
o
o
o
o

Most researchers and practitioners would agree that certain natural abilities are important to leadership
effectiveness and are central to many people’s success I their careers…
However, the would also agree that natural ability is not sufficient to run most organizations, particularly large
ones
Relevant experience and skills are critical
Think of your natural ability as a great door opener to opportunity and a powerful platform to build on
- While some companies hire graduates right out of university whom they regard as “high-potentials”…they
first provide them with leadership training and development opportunities before advancing them to
leadership positons

Skill Approach
o
o
o

Leadership Skills: The ability to use one’s knowledge and competencies to accomplish a set of goals and
objectives
Emphasis on skills that can be learned and developed (on contrast to the Trait Approach)
In general, we can think about skills in terms of 3 categories:
1) Technical Skill
2) Human Skill
3) Conceptual Skill

Technical Skills
o

o
o

Technical Skill: Having knowledge about and being proficient in specific type of work or activity:
- Capability to use appropriate tools and techniques
- “Working with things”
Technical skills involve hands-on ability with a product or process
Most important at lower levels of management

Human Skills
o
o
o
o
o

Human Skills: Having knowledge about being able to work with people
Awareness of one’s own perspective and others’ perspectives at the same time
People Skills: Help a leader to assist group member in working cooperatively at achieve common goals
Creates an atmosphere of trust where member feel they can become involved and impact decisions in the
organization
Important at all level of the organizations

Conceptual Skill
o
o
o
o
o

Conceptual Skill: The ability to do the mental work of shaping meaning of organizational policy or issues (what
company stands for and where it’s going)
Working with ideas
Works easily with abstraction and hypothetical notions
Central to creating and articulating a vision and strategic plan for an organization
Most important at top management levels

Basic Administrative Skills
o
o

Management skills are necessary throughout an organization
Leaders needs all three types of skills but, importance changes based on the level of management

Advice from Experts: Jack Ma
o
o
o
o
o
o

A leader should never compare his technical skills with his employee’s
...
If he doesn’t, it means you have hired the wrong person
What, then, makes the leader stand out?
A leader should be a visionary and have more foresight than an employee
A leader should have higher grit and tenacity and be able to endure what the employees can’t
A leader should have higher endurance and ability to accept and embrace failure
The quality of a good leader therefore is his vision, tenacity and his capability

Skills Model of Leadership
o
o
o
o
o

Research studies goal: to identify the leadership factors that create exemplary job performance in an
organization
Emphasizes the capabilities that make effective leadership possible rather than what leaders do
Capability Model – Examines relationship between a leader’s knowledge and skills and leader’s performance
Focus on problem-solving
Suggests many people have the potential for leadership

Components of Skills Model

3

1

2

4
5

Application
o
o
o
o

The skills approach provides a way to delineate the skills of a leader
It is applicable to leaders at all levels within the organization
The skills inventory can provide insights into the individual’s leadership competencies
Test scores allow leaders to learn about areas in which they may wish to seek further training

Hoe Do Companies Identify Future Leaders?
o
o

o

o

o
o
o
o

o

Many companies have programs I place to identify and develop High Potential Employees (HIPOs) future
leaders
How organizations commonly view HIPOs
- HIPOs are born not made
- The best place to find HIPOs is among today’s high performers
- Potential is based on an individual’s leadership skills
- Potential for future success is determined by the employee’s motivation to succeed
- Being a HIPO depends on an individual’s learning agility and emotional intelligence
Ability: intellectual, technical and emotional ability (innate ad learned) to handle increasingly complex
challenges
- History of achievements/results in the job
- Problem solving
- Emotional and social intelligence, interpersonal skills
Aspiration
- Desire to lead
- Desire for recognition, advancement, influence
- Interest in personal growing and learning; responsiveness to feedback
Engagement
- Commitment to the organization
Current performance + future potential
In reality, it is difficult to accurately identify HIPOs
- 2 out of the 4 internal promotions of executives are problematic
High performance in the current job is not very predictive of one’s future potential
- Highest performers are not necessarily most promising
- Only 29% of all high-performing employees have what is takes to excel at the next level of the organization
Other commonly used indicators, such as managerial experience or tenure at the organization, are also not very
effective at predicting potential and future success

Trait Approach – focuses on the leader’s values and beliefs (personality, emotional tendencies)
Skills Approach – focuses on the leader’s capabilities, including technical, human and conceptual
skills
...
”

Expectancy Theory of Motivation
Subordinates will be motivated if they believe that…
o
o
o

Their effort will result in the required level of Performance
Achieving the required level of performance will result in a desirable personal payoff/ reward (E
...
Outcome)
The payoffs for doing their work are personally worthwhile / valuable (Valance)

How Does Path-Goal Theory Work?
o
o
o
o
o

o

Leaders Responsibility = help subordinates reach their goals by removing the obstacles and helping
subordinates around them
What are obstacles? Anything in the work setting that gets in the way of subordinates
Why? Obstacles create excessive uncertainties , frustrations, or threats for subordinates
Assisting with obstacles will increase
Subordinates’ expectations to complete the task
Their sense of job satisfaction
How should leaders do this?
By directing, guiding and coaching subordinates along the way
The most appropriate leadership behaviours depend on:
1) The Task
2) Subordinate Characteristics
Leaders should evaluate these and adapt leadership style appropriately

Path-Goal Model

Task Characteristics
Task Situations Requiring Leader Involvement:
o
o

Unclear and Ambiguous – Leader needs to provide structure and direction
Highly Repetitive – Leader needs to provide support to maintain subordinate motivation

Subordinate Characteristics
1) Strong Need for Affiliation
- Friendly and concerned leadership is a source of satisfaction
- Supportive Leadership
2) Preference for Structure
- Dogmatic & Authoritarian
 Leadership provides psychological structure, task clarity & greater sense of certainty in work setting
- Directive Leadership
3) Desire for Control
- External Locus of Control
 Leadership that parallels subordinates feelings that outside forces control their circumstances
 Directive Leadership
- Internal Locus of Control
 Leadership that allows subordinates to feel in charge of their work & makes them an integral part of
the decision-making process
 Participative Leadership
4) Perception of their own ability – specific task
- As perception of ability and competence goes up need for highly directive leadership goes down
- Directive leadership may become redundant – possibly excessively controlling
Major Propositions

Comparing Contingency – Based Models

Fiedler’s Contingency Model
o
o

o

Central Premise: Effective group performance depends on the proper match between the leader’s style and
the degree to which the situation gives control to the leader
Least preferred co-worker (LPC) questionnaire determined whether individuals are primarily interested in
a) Good personal relations with co-workers, and thus Relationship Oriented, or
b) Productivity, and thus Task Oriented
Fiedler assumed that an individual’s leadership style is fixed (E
...
leadership style is a trait – a stable personality
characteristic)

Leadership Style: The LPC Scale
o

The Least Preferred Coworker Scale, or LPC scale

Fiedler’s Contingencies
1) Leader-Member Relations: The degree of confidence, trust, and respect members have in their leader
2) Task Structure: The degree to which the job assignments are procedurized (that is, structured or unstructured)
3) Position Power: The degree of influence a leader has over power variables such a hiring, firing, discipline,
promotions, and salary increases

Situational Ratings

Fiedler’s Contingency Model

Comparing Contingency-Based Models

Summary: General Advice for Leaders

Situational Leadership Models
o

These models of leadership tried to specify ‘under what conditions’ various behavioural styles would be most
effective

Collaborative Leadership: Lecture 7 Notes
Transformational Leadership
Progression of Leadership Models
o
o
o

1964 – Fiedler’s Contingency Model
1969 – Situational Leadership
1970 – Path-Goal Theory

Transactional Models of Leadership
o

Focus on the exchange of tangible commodities such as pay increases, recognition, promotions, ad good
performance reviews from the leader for the follower’s completion of tasks and meeting company goals and
objectives

Transformational Leadership
o

o
o

o

o
o

Research suggests that Transformational Leadership has the potential to generate better employee
performance, effectiveness, motivation, commitment and follower satisfaction, in comparison t Transactional
Leadership
- Although the effect is stronger for self-rated effort and satisfaction than for objective measures
Transformational leadership involves an exceptional form of influence that moves followers to accomplish
more than what is usually expected of them
Transformational leadership “is made possible when leader’s end values are adopted by followers thereby
producing changes in attitudes, beliefs, and goals of followers”
- Recall that transactional leadership does not require followers to adopt leader’s end values…and instead
relies mainly on contingent rewards (includes praise and recognition) and contingent punishments
(includes corrective feedback and management-by-exception)
Transformational Leadership involves expanding follower’s values, goals, needs and wants, and helps
followers transcend their own self-interest for the sake of their team or organization and challenges them to
become more self-actualized
While there are different transformational models, the essence of transformation leadership resides in inspiring,
developing and empowering followers, and frequently incorporates charismatic and visionary leadership
The relationship is often viewed as personal and not based on formal organizational roles or reward structures

Charisma
o
o
o

A related construct : Charisma
Charismatic leaders have a positive influence on subordinates and can change the self-focus of the employees to
a collective focus, thus, subordinates for that vision
Charisma has been viewed from a trait perspective and from a behavioural perspective

When Do TL & Charisma Work Particularly Well?
When are followers more receptive to TL messages?
o
o
o

Unstable environments that increase the need for change
Stressful situations
Tough business/economic situations

Leadership Continuum from Laissez-Faire to TL

Components of Transformational Leader
1
...
g
...
Idealized Influence refers to behaviours like showing that the benefits of the group (the “greater good”) are
more important than the benefits of the individual, demonstrating high ethical norms and desirable behaviours,
and acting as a role model for the subordinates
- Inspirational Motivation + Idealized Influence = Charisma
3
...
Intellectual stimulation means that the supervisor challenges the subordinate to see problems from a different
perspective
- In this way, the supervisor makes the workers active thinkers within the organization and consequently, the
employees become more involved with the organization

Charisma
o
o
o

o

o

Charisma is emotion-based and by-passes the cognitive
- E
...
If we really like someone (emotion), we find the ”reasons” (cognition)
Charismatic leaders tend to display more positive energy and optimism
They tend to affect followers through transfer of emotion – emotional contagion
- “Happiness is like a drug that people crave and if a leader can provide that they are perceived as
charismatic”
Initially Charisma was conceptualized as a trait:
- A special personality characteristic that gives a person superhuman or exceptional powers and is reserved
for a few, is of divine origin, and results in the person being treated as a leader
Characteristics associated with charismatic leadership
- Dominance
- Desire to influence
- Confidence
- Strong values

Theory of Charismatic Leadership

The Pygmalion Effect (self-Fulfilling Prophecy)
o
o

o

Expectations alone can bring about change in behavior
Attitude toward – and subsequent treatment of – someone has the power to transform that person
- Positive expectations can bring about positive changes and negative expectation can bring about negative
changes
- Research: Some students in an elementary school were randomly labelled as “intellectual bloomers” to their
teachers, at the end of the school year, the “bloomers” achieved significantly greater progress than their
classmates…and much improved IQ scores
Managers’ expectations impact subordinates’ performance
- Higher expectations tend to result in higher performance

Different Types of Charisma?
o
o

Potentially different types of charisma:
“The Charisma Myth”
According to Fox Cabene, charismatic behavior can be broken down into three core elements (presence, power,
and warmth) all of which can be learned

Structuring a Message



---