Relationship Management Quarter

Social Leadership Quarter (hereinafter, the Quarter) is the last st of four lectures of Social Quadrivium (hereinafter, the Quadrivium):

• The Quarter is designed to introduce its learners to enterprise discovery, or, in other words, to concepts related to obtaining data needed to administer the enterprise effort; and
• The Quadrivium examines concepts of administering various types of enterprises known as enterprise administration as a whole.

The Quadrivium is the first of seven modules of Septem Artes Administrativi, which is a course designed to introduce its learners to general concepts in business administration, management, and organizational behavior.

Outline

Stakeholder Arrangements Quarter is the predecessor lecture. In the enterprise implementation series, the previous lecture is Worker Productivity Quarter.

Concepts

1. Social leadership.
2. Leadership. A process of influencing a group to achieve a vision or set of goals, as well as the ability to do so.
   • Authentic leadership. Leadership expressed by those who know who they are, know what they believe in, and act on those values and beliefs openly and candidly.
   • Socialized charismatic leadership. A leadership concept that states that leaders convey values that are other-centered versus self-oriented and who role-model ethical conduct.
   • Strategic leadership. The ability to anticipate, envision, maintain flexibility, think strategically, and work with others in the organization to initiate changes that will create a viable and valuable future for the organization.
   • Visionary leadership. The ability to create and articulate a realistic, credible, and attractive vision of the future that improves upon the present situation.
3. Leader credibility. The degree to which followers perceive someone as honest, competent, and able to inspire.
   • Credibility. The quality of being trusted and believed in.
4. Initiating structure behavior. The extend to which a leader defines her or his role and the roles of group members in attaining goals.
   • Initiating structure. The extent to which a leader is likely to define and structure his or her role and those of subordinates in the search for goal attainment.
5. Leader-member relations. One of Fiedler's situational contingencies that describes the degree of confidence, trust, and respect employees have for their leader.
   • Leader-member relations. The degree of confidence, trust, and respect subordinates have in their leader.
   • Consideration. The extent to which a leader is likely to have job relationships characterized by mutual trust, respect for subordinates' ideas, and regard for their feelings.
6. Trust. A positive expectation that another will not act opportunistically. For a leader, trust is the belief in the integrity, character, and ability to lead.
   • Trust propensity. How likely an employee is to trust a leader.
   • Identification-based trust. Trust based on a mutual understanding of each other's intentions and appreciation of each other's wants and desires.
7. Trust component.
   • Integrity.
   • Competence.
   • Consistency.
   • Loyalty.
   • Openness.
8. Leadership theory.
   • Attribution theory of leadership. A leadership theory that says that leadership is merely an attribution that people make about other individuals.
   • Behavioral theory of leadership. Any leadership theory that identifies behaviors that differentiate effective leaders from ineffective leaders, as well as differentiate leaders from non-leaders.
   • Charismatic leadership theory. A leadership theory that states that followers make attributions of heroic and extraordinary leadership abilities when they observe certain behaviors.
   • Leader-member exchange theory. The leadership theory that says leaders create ingroups and outgroups and those in the ingroup will have higher performance ratings, less turnover, and greater job satisfaction.
   • Situational leadership theory. A leadership contingency theory that focuses on followers' readiness.
   • Trait theory of leadership. One of theories that consider personal qualities and characteristics that differentiate leaders from nonleaders.
   • Leader-participation model. A leadership theory that provides a set of rules to determine the form and amount of participative decision making in different situations.
   • Fiedler contingency model. A leadership theory that suggests that effective group performance depends on the proper match between a leader's style and the degree to which the situation allows the leader to control and influence.
   • Path-goal theory. A leadership theory that suggests that the leader's job is to assist followers in attaining their goals and to provide direction or support needed to ensure that their goals are compatible with the goals of the group or organization.

Roles

1. Leader. Someone who can influence others and who has managerial authority.
   • Charismatic leader. An enthusiastic, self-confident leader whose personality and actions influence people to behave in certain ways.
   • Transactional leader. A leader who leads primarily by using social exchanges (or transactions). A transactional leader guides or motivates his or her followers in the direction of established goals by clarifying role and task requirements.
   • Transformational leader. A leader who stimulates and inspires (transforms) followers to achieve extraordinary outcomes. A transformational leader inspires his or her followers to transcend their own self-interests and who is capable of having a profound and extraordinary effect on followers.
   • Authentic leader. A leader who knows who he or she is, knows what he or she believes in and values, and acts on those values and beliefs openly and candidly. Their followers would consider them to be ethical people.
   • High-high leader. A leader high in both initiating structure and consideration behaviors.

Practices

Market Engagements Quarter is the successor lecture. In the enterprise implementation series, the next lecture is Workteam Leadership Quarter.