Difference between revisions of "Leadership Quarter"

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[[Workteam Dynamics Quarter]] (hereinafter, the ''Quarter'') is the first of four lectures of [[Operations Quadrivium]] (hereinafter, the ''Quadrivium''):
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[[Leadership Quarter]] (hereinafter, the ''Quarter'') is a lecture introducing the learners to [[team management]] primarily through key topics related to [[leadership]]. The ''Quarter'' is the last of four lectures of [[Team Quadrivium]], which is the sixth of seven modules of '''[[Septem Artes Administrativi]]''' (hereinafter, the ''Course''). The ''Course'' is designed to introduce the learners to general concepts in [[business administration]], [[management]], and [[organizational behavior]].
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*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
 
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*The ''Quadrivium'' examines concepts of administering various types of enterprises known as [[enterprise administration]] as a whole.
 
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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==
 
==Outline==
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''The predecessor lecture is [[Stakeholder Relations Quarter]].''
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''[[Workforce Arrangements Quarter]] is the predecessor lecture.  In the [[enterprise planning]] series, the previous lecture is [[Relationship Management Quarter]].''
  
 
===Concepts===
 
===Concepts===
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#'''[[Group development]]'''.  
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#'''[[Leadership]]'''. A process of influencing a group to achieve a vision or set of goals, as well as the ability to do so.
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#*[[Forming stage]]. The first stage of group development in which people join the group and then define the group's purpose, structure, and leadership.
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#*[[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.
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#*[[Storming stage]]. The second stage of group development, characterized by intragroup conflict.
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#*[[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.
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#*[[Norming stage]]. The third stage of group development, characterized by close relationships and cohesiveness.
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#*[[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.
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#*[[Performing stage]]. The fourth stage of group development when the group is fully functional and works on group task.
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#*[[Visionary leadership]]. The ability to create and articulate a realistic, credible, and attractive vision of the future that improves upon the present situation.
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#*[[Adjourning stage]]. The fifth stage of group development for temporary groups during which group members are concerned with wrapping up activities rather than task performance.
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#'''[[Influence direction]]'''.
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#'''[[Role]]'''. A set of expected behavior patterns attributed to someone occupying a given position in a social unit.
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#*[[Upward influence]].  
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#*[[Role]]. Behavior patterns expected of someone occupying a given position in a social unit.
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#*[[Lateral influence]].  
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#*[[Role ambiguity]]. When role expectations are not clearly understood.
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#*[[Downward influence]].  
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#*[[Role conflict]]. A situation in which an individual is confronted by divergent role expectations.
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#[[File:Managers-vs-leaders.png|400px|thumb|right|[[Leadership role]]]]'''[[Leadership role]]'''. A specific action or behavior expected of and exhibited by a [[leader]]. Besides some or all [[managerial role]]s, [[leader]]s are often serve as [[coach]]es, [[troubleshooter]]s, and, after [[change]]s, are expected to exhibit some [[initiating structure vision]].
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#*[[Role conflict]]. Work expectations that are hard to satisfy.
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#*[[Initiating structure vision]]. The extend to which a [[leader]] defines her or his role and the roles of group members in attaining goals.
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#*[[Role expectations]]. How others believe a person should act in a given situation.
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#*[[Leading]]. A [[management function]] that involves working with and through people to accomplish organizational goals. [[Leading]] includes motivating employees, directing others, selecting the most effective [[communication channel]]s, and resolving [[conflict]]s.
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#*[[Role overload]]. Having more work to accomplish than time permits.
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#'''[[Leader credibility]]'''. The degree to which followers perceive someone as honest, competent, and able to inspire.
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#*[[Role perception]]. An individual's view of how he or she is supposed to act in a given situation.
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#*[[Credibility]]. The quality of being trusted and believed in.
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#'''[[Status]]'''. A prestige grading, position, or rank within a group.
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#*[[Global mindset]]. Attributes that allow a [[leader]] to be effective in [[cross-cultural environment]]s.
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#*[[Status]]. A socially defined position or rank given to groups or group members by others.
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#'''[[Leadership orientation]]'''.
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#*[[Status characteristics theory]]. A theory that states that differences in status characteristics create status hierarchies within groups.
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#*[[Task orientation]].
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*[[Team building]]. High interaction among team members to increase trust and openness.
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#*[[Relationship orientation]] (also known as [[human relations orientation]] or [[people orientation]]).  
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*[[Pair working]]. A scenario where two [[team member]]s share a single workstation and work together to develop a single feature.  
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#'''[[Leader-member relations]]'''. (1) The degree of confidence, trust, and respect subordinates have in their leader; (2) One of initial situational contingencies of the [[Fiedler contingency model]] that describes the degree of confidence, trust, and respect employees have for their leader.
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*[[Swarming]]. Mutual work of team members with appropriate skills work together to complete a task that a team member is having trouble completing on his or her own.
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#*[[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.
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*[[Self organization]]. The principle that those closest to the work best know how to do the work, so set clear goals and boundaries and let them make all tactical and implementation decisions, cf. [[emergence]], [[empiricism]].
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#[[File:Trust.png|400px|thumb|right|[[Trust]]]]'''[[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.
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*[[Emergence]]. The principle that the best designs, and the best ways of working come about over time through doing the work, rather than being defined in advance, cf. [[empiricism]], [[self organization]].
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#*[[Trust propensity]]. How likely an employee is to trust a leader.
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*[[Empiricism]]. The principle of "inspect and adapt" which allows teams or individuals to try something out and learn from the experience by conscious reflection and change, cf. [[emergence]], [[self organization]].
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#*[[Identification-based trust]]. Trust based on a mutual understanding of each other's intentions and appreciation of each other's wants and desires.
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*[[Open workplace]]. Workplace with few physical barriers and enclosures.
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#'''[[Trust component]]'''. A part or element of [[trust]].
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*[[Staff authority]]. Positions with some authority that have been created to support, assist, and advise those holding [[line authority]].
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#*[[Integrity]]. (1) The quality of being honest and having strong moral principles; moral uprightness; (2) The state of being whole and undivided.
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*[[Task conflict]]. [[Conflict]] over content and goals of the work.
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#*[[Leader competence]]. The ability to lead successfully.
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*[[Task conflict]]. A [[conflict]] over content and goals of the work.
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#*[[Consistency]]. Conformity in the application of something, typically that which is necessary for the sake of logic, accuracy, or fairness.
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*[[Telecommuting]]. Working remotely at least 2 days a week on a computer that is linked to the employer office.
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#*[[Loyalty]]. The quality of being loyal to someone or something.
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*[[Workforce diversity]]. The concept that organizations are becoming more heterogeneous in terms of gender, age, race, ethnicity, sexual orientation, and other characteristics.
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#*[[Openness]]. (1) Lack of restriction; accessibility; (2) Lack of secrecy or concealment; frankness.
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*[[Workforce diversity]]. The ways in which people in an organization are different from and similar to one another.
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#'''[[Leadership theory]]'''. A supposition or a system of ideas intended to explain [[leadership]].
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*[[Work specialization]]. Dividing work activities into separate job tasks.
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#*[[Attribution theory of leadership]]. A [[leadership theory]] that says that leadership is merely an attribution that people make about other individuals.
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*[[Work specialization]]. The degree to which tasks in an [[organization]] are subdivided into separate jobs.
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#*[[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.
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*[[Autonomy]]. The degree to which a job provides substantial freedom and discretion to the individual in scheduling the work and in determining the procedures to be used in carrying it out.
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#*[[Charismatic leadership theory]]. A [[leadership theory]] that states that followers make attributions of heroic and extraordinary leadership abilities when they observe certain behaviors.
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*[[Autonomy]]. The degree to which a job provides substantial freedom, independence, and discretion to the individual in scheduling work and determining the procedures to be used in carrying it out.
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#*[[File:Leader-member-exchange.png|400px|thumb|right|[[Leader-member exchange theory]]]][[Leader-member exchange theory]]. The [[leadership theory]] that says leaders create [[ingroup]]s and [[outgroup]]s and those in the [[ingroup]] will have higher performance ratings, less turnover, and greater [[job satisfaction]].
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*[[Cross-functional team]]. A [[work team]] composed of individuals from various functional specialties.
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#*[[Trait theory of leadership]]. One of theories that consider personal qualities and characteristics that differentiate leaders from nonleaders.
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*[[Cross-functional team]]. A [[work team]] composed of individuals from various functional specialties.
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#*[[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.
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*[[Cross-functional team]]. A [[work team]] of employees from about the same hierarchical level, but from different work areas, who come together to accomplish a task.
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#'''[[Leadership contingency theory]]'''.  
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*[[Compressed workweek]]. A workweek where employees work longer hours per day but fewer days per week.
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#*[[File:Fiedler-contingency.png|400px|thumb|right|[[Fiedler contingency model]]]][[Fiedler contingency model]]. A model that suggests that effective group performance depends on the proper match between a leader's orientation, whether he or she is [[task orientation|task-oriented]] or [[Human relations orientation|people-oriented]], and the degree to which the situation allows the leader to control and influence. The ''model'' (1) uses a [[least preferred coworker questionnaire]] to classify leaders, (2) assumes that leaders cannot be both [[task orientation|task-oriented]] or [[Human relations orientation|people-oriented]], and (3) suggests that [[Human relations orientation|people orientation]] is the best match to the situations with moderate control, while those leaders who are [[task orientation|task-oriented]] best perform in situations with high or low control.
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*[[Downsizing]]. The planned elimination of jobs in an organization.
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#*[[Hersey-Blanchard Situational Leadership Theory|Situational leadership theory]] ([[Hersey-Blanchard Situational Leadership Theory]]). A leadership contingency theory that focuses on followers' readiness.
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*[[Affirmative action]]. Organizational programs that enhance the status of members of protected groups.
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#'''[[Power]]'''. A [[capacity]] that A has to influence the behavior of B so that B acts in accordance with A's wishes.
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*[[Decentralization]]. The degree to which lower-level employees provide input or actually make decisions.
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#*[[Position power]]. Influence derived from one's formal structural position in the organization; includes power to hire, fire, discipline, promote, and give salary increases.
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*[[Centralization]]. The degree to which [[decision making]] is concentrated at upper levels of the organization.  
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#*[[Reward power]]. Compliance achieved based on the ability to distribute rewards that others view as valuable.
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*[[Centralization]]. The degree to which decision making is concentrated at a single point in an [[organization]].
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#*[[Coercive power]]. (1) The power a leader has to punish or control; (2) A power base that is dependent on fear of the negative effects from failing to comply.
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*[[Employee empowerment]]. Giving employees more [[authority]] (power) to make decisions.
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#*[[Referent power]]. Influence based on identification with a person who has desirable resources or personal traits.
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*[[Chain of command]]. The line of authority extending from upper organizational levels to the lowest levels, which clarifies who reports to whom.
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#*[[Legitimate power]]. The power a person receives as a result of his or her position in the formal hierarchy of an organization.
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*[[Chain of command]]. The unbroken line of authority that extends from the top of the organization to the lowest echelon and clarifies who reports to whom.
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#*[[Expert power]]. Influence based on expertise, special skills, or knowledge.
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*[[Formalization]]. How standardized an organization's jobs are and the extent to which employee behavior is guided by rules and procedures.
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#'''[[Leadership style]]'''. A [[leader]]'s style of providing direction, implementing plans, and motivating people. [[Full Range Leadership Model]] and [[managerial grid]] are some of attempts to identify and classify different [[leadership styles]] such as  as exhibited by leaders in the political, business or other fields.
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*[[Formalization]]. The degree to which jobs within an [[organization]] are standardized.
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#*[[Dictatorial style]] ([[autocratic style]]). [[Leadership style]] of someone who dictates work methods, makes unilateral decisions, and limits employee participation.
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*[[High-involvement work practice]]. Work practice designed to elicit greater input or involvement from workers.
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#*[[Accommodating style]] ([[democratic style]]). [[Leadership style]] of someone who involves employees in [[decision-making]], delegates [[authority]], and uses feedback as an opportunity for coaching employees.
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*[[High-performance work practice]]. Work practice that leads to both high individual and high organizational performance.
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#*[[Servant leadership]]. [[Leadership style]] marked by going beyond the leader's own self-interest and instead focusing on opportunities to help followers grow and develop.
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*[[Human resource planning]]. Ensuring that the organization has the right number and kinds of capable people in the right places and at the right times.
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#'''[[Transactional leadership]]'''.  
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*[[Interpersonal justice]]. The degree to which employees are treated with dignity and respect.
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#*[[Management by exception]]. [[Leadership style]] of someone who maintains the status quo and intervenes into lower level management only if financial and/or operational results substantially differ from the budgeted or expected figures. The leader who exercises [[management by exception]] is considered being a type of [[transactional leader]]s.
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*[[Job analysis]]. An assessment that defines jobs and the behaviors necessary to perform them.
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#*[[Contingent reward leadership]]. [[Leadership style]] of someone who provides rewards for effort and recognizes good performance. The leader who exercises [[management by exception]] is considered being a type of [[transactional leader]]s.
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*[[Job characteristics model]]. A framework for analyzing and designing jobs that identifies five primary core job dimensions, their interrelationships, and their impact on outcomes.
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#'''[[Transformational leadership]]'''.  
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*[[Job characteristics model]]. A model that proposes that any job can be described in terms of five core job dimensions: skill variety, task identity, task significance, autonomy, and feedback.
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#*[[Individualized consideration]]. [[Leadership style]] of someone who challenges followers to be innovative and creative. A common misunderstanding is those leaders who exercise [[individualized consideration]] only are ''soft,'' but the truth is that they constantly challenge followers to higher levels of performance. This leader can be considered a [[transformational leader]].
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*[[Job depth]]. The degree of control employees have over their work.
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#*[[Intellectual stimulation]]. [[Leadership style]] of someone who demonstrates genuine concern for the needs and feelings of followers. This personal attention to each follower is a key element in bringing out their very best efforts. This leader can be considered a [[transformational leader]].
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*[[Job description]]. A written statement that describes a job.
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#*[[Inspirational motivation]]. [[Leadership style]] of someone who has the ability to inspire and motivate followers and is believed to be a [[transformational leader]]. If this leader can also exercise [[idealized influence]], this leader can be considered as charismatic.
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*[[Job design]]. The way tasks are combined to form complete jobs.
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#*[[Idealized influence]]. [[Leadership style]] of someone who serves as an ideal role model for followers; the leader who exercises this style ''walks the talk,'' is admired for this, and is believed to be a [[transformational leader]]. If this leader can also exercise [[inspirational motivation]], this leader can be considered as charismatic.
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*[[Job design]]. The way the elements in a job are organized.
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#'''[[Routine leadership irrelevance]]'''. The approach that a [[leader]] is not needed in routine [[operations]].<blockquote><table class="wikitable" width=100% style="text-align:center;"><tr><td colspan="2">'''[[Routine leadership irrelevance]]'''</td><th>[[Relationship orientation]]</th><th>[[Task orientation]]</th></tr><tr><th rowspan="3">[[Individual]]</th><td>Experience and/or training</td><td>No effect on</td><td>[[Leader substitute|Substitutes for]]</td></tr><tr><td>Professionalism</td><td>[[Leader substitute|Substitutes for]]</td><td>[[Leader substitute|Substitutes for]]</td></tr><tr><td>Indifference to rewards</td><td>[[Leader neutralizer|Neutralizes]]</td><td>[[Leader neutralizer|Neutralizes]]</td></tr><tr><th rowspan="3">[[Job task|Task]]</th><td>Highly structured task</td><td>No effect on</td><td>[[Leader substitute|Substitutes for]]</td></tr><tr><td>Provides its own feedback</td><td>No effect on</td><td>[[Leader substitute|Substitutes for]]</td></tr><tr><td>Intrinsically satisfying</td><td>[[Leader substitute|Substitutes for]]</td><td>No effect on</td></tr><tr><th rowspan="3">[[Enterprise]]</th><td>Explicit formalized goals</td><td>No effect on</td><td>[[Leader substitute|Substitutes for]]</td></tr><tr><td>Rigid rules and procedures</td><td>No effect on</td><td>[[Leader substitute|Substitutes for]]</td></tr><tr><td>Cohesive [[workgroup]]s</td><td>[[Leader substitute|Substitutes for]]</td><td>[[Leader substitute|Substitutes for]]</td></tr></table></blockquote>
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*[[Job engagement]]. The investment of an employee's physical, cognitive, and emotional energies into job performance.
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#*[[Leader neutralizer]]. An attribute or set of attributes that make it impossible for leader behavior to make any difference to follower outcomes.
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*[[Job enlargement]]. The horizontal expansion of a job by increasing [[job scope]].
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#*[[Leader substitute]]. An attribute or set of attributes, such as experience and training, that can replace the need for a leader's support or ability to create structure.
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*[[Job enrichment]]. The vertical expansion of a job by adding planning and evaluating responsibilities.
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#'''[[Self organization]]'''. The principle that those closest to the work best know how to do the work, so set clear goals and boundaries and let them make all tactical and implementation decisions, cf. [[emergence]], [[empiricism]].
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*[[Job involvement]]. The degree to which a person identifies with a job, actively participates in it, and considers performance important to self-worth.
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#*[[Emergence]]. The principle that the best designs, and the best ways of working come about over time through doing the work, rather than being defined in advance, cf. [[empiricism]], [[self organization]].
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*[[Job involvement]]. The degree to which an employee identifies with her or his job, actively participates in it, and considers her or his job performance to be important self-worth.
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#*[[Empiricism]]. The principle of "inspect and adapt" which allows teams or individuals to try something out and learn from the experience by conscious reflection and change, cf. [[emergence]], [[self organization]].
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*[[Job rotation]]. The periodic shifting of an employee from one task to another.
 
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*[[Job score]]. The number of different tasks required in a job and the frequency with which those tasks are repeated.
 
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*[[Job sharing]]. An arrangement that allows two or more individuals to split a traditional 40-hour-a-week job.
 
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*[[Job sharing]]. The practice of having two or more people split a full-time job.
 
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*[[Job specification]]. A written statement of the minimum qualifications a person must possess to perform a given job successfully.
 
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*[[Labor union]]. An organization that represents workers and seeks to protect their interests through collective bargaining.
 
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*[[Line authority]]. Authority that entitles a manager to direct the work of an employee.
 
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*[[Mental model]]. Team members' knowledge and beliefs about how the work gets done by the team.
 
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*[[Mentoring]]. A process whereby an experienced organizational member (a mentor) provides advice and guidance to a less experiences member (a protégé).
 
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*[[Multiteam system]]. A collection of two or more interdependent teams that share a superordinate goal; a team of teams.
 
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*[[Participative management]]. A process in which subordinates share a significant degree of decision-making power with their immediate superiors.
 
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*[[Personality-job fit theory]]. A theory that identifies six personality types and proposes that the fit between personality type and occupational environment determines satisfaction and turnover.
 
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*[[Person-organization fit]]. A theory that people are attracted to and selected by organizations that match their values, and leave when there is not compatibility.
 
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*[[Problem-solving team]]. A [[work team]] of 5 to 12 employees from the same department who meet for a few hours each week to discuss ways of improving quality, efficiency, and the work environment.
 
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*[[Problem-solving team]]. A work team from the same department of functional area that's involved in efforts to improve work activities or solve specific problems.
 
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*[[Proactive perspective of work design]]. An approach to [[job design]] in which employees take the initiative to change how their work is performed.
 
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*[[Reflexivity]]. A team characteristic of reflecting on and adjusting the master plan when necessary.
 
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*[[Self-managed work team]]. A [[work team]] of 10 to 15 people who take on responsibilities of their former supervisors.
 
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*[[Self-managed work team]]. A type of work team that operates without a manager and is responsible for a complete work process or segment.
 
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*[[Virtual team]]. A [[work team]] that use computer technology to tie together physically dispersed members in order to achieve a common goal.
 
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*[[Virtual team]]. A type of [[work team]] that uses technology to link physically dispersed members in order to achieve a common goal.
 
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*[[Relational job design]]. Constructing jobs so employees see the positive difference they can make in the lives of others directly through their network.
 
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*[[Relational perspective of work design]]. An approach to [[job design]] that focuses on how people's tasks and jobs are increasingly based on social relationships.
 
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*[[Responsibility]]. The obligation of expectation to perform any assigned duties.
 
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*[[Work team]]. A [[group]] whose individual efforts result in performance that is greater than the sum of the individual inputs.
 
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*[[Work team]]. A group whose members work intensely on a specific, common goal using their positive synergy, individual and mutual accountability, and complementary skills.
 
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*[[Group cohesion]]. The extend to which members of a group support and validate one another while at work.
 
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*[[Group cohesiveness]]. The degree to which group members are attracted to one another and share the group's goals.
 
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*[[Group functioning]]. The quantity and quality of a group's work output.
 
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*[[Norm]]. A standard or expectation that is accepted and shared by a group's members.
 
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*[[Norm]]. An acceptable standard of behavior within a group that is shared by the group's members.
 
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*[[Punctuated-equillibrium model]]. A set of phases that temporary groups go through that involves transitions between inertia and activity.
 
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#*[[Intergroup development]]. [[Organizational development]] efforts to change the attitudes, stereotypes, and perceptions that groups have of each other.
 
  
 
===Roles===
 
===Roles===
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#[[Mentor]]. A senior employee who sponsors and supports a less-experienced employee, called a protégé.
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#'''[[Leader]]'''. (1) The person who leads or commands a group, organization, or country; (2) Someone who can influence others toward attaining some goal.
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#[[Board representative]]. An employee who sits on a company's board of directors and represents the interests of the firm's employees.
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#*[[Charismatic leader]]. An enthusiastic, self-confident leader whose personality and actions influence people to behave in certain ways.
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#[[Contingent worker]]. A temporary, freelance, or contract worker whose employment is contingent on demand for her or his services.
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#*[[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 vision|initiating structure]] and [[consideration behavior]]s.
 +
#'''[[Coach]]'''.
 +
#'''[[Troubleshooter]]'''.
  
 
===Methods===
 
===Methods===
 +
#'''[[Power tactic]]'''. A way in which individuals translate power bases into specific actions.<blockquote><table class="wikitable" width=100% style="text-align:center;"><tr><td>[[Power tactic]]</td><th>[[Upward influence]]</th><th>[[Lateral influence]]</th><th>[[Downward influence]]</th></tr><tr><th>[[Rational persuasion]]</th><td style="color:green;">Frequent</td><td style="color:green;">Frequent</td><td style="color:green;">Frequent</td></tr><tr><th>[[Consultation]]</th><td style="color:red;">Rare</td><td style="color:green;">Frequent</td><td style="color:green;">Frequent</td></tr><tr><th>[[Ingratiation]]</th><td style="color:red;">Rare</td><td style="color:green;">Frequent</td><td style="color:green;">Frequent</td></tr><tr><th>[[Exchange]]</th><td style="color:red;">Rare</td><td style="color:green;">Frequent</td><td style="color:green;">Frequent</td></tr><tr><th>[[Legitimacy]]</th><td style="color:red;">Rare</td><td style="color:green;">Frequent</td><td style="color:green;">Frequent</td></tr><tr><th>[[Inspirational appeal]]</th><td style="color:red;">Rare</td><td style="color:red;">Rare</td><td style="color:green;">Frequent</td></tr><tr><th>[[Pressure]]</th><td style="color:red;">Rare</td><td style="color:red;">Rare</td><td style="color:green;">Frequent</td></tr><tr><th>[[Personal appeal]]</th><td style="color:red;">Rare</td><td style="color:green;">Frequent</td><td style="color:red;">Rare</td></tr><tr><th>[[Coalition]]</th><td style="color:red;">Rare</td><td style="color:green;">Frequent</td><td style="color:red;">Rare</td></tr></table></blockquote>
 +
#'''[[Team building]]'''. High interaction among team members to increase trust and openness.
 +
#*[[Team development]]. Developing individual and group competencies to enhance performance of a [[workgroup]].
  
 
===Instruments===
 
===Instruments===
 +
#[[File:Leadership-styles.png|400px|thumb|right|[[Full Range Leadership Model]]]]'''[[Full Range Leadership Model]]'''. A model that depicts seven managerial [[leadership style]]s on a continuum: (1) [[laissez-faire style|laissez-faire]], (2) [[management by exception]], (3) [[contingent reward leadership]], (4) [[individualized consideration]], (5) [[intellectual stimulation]], (6) [[inspirational motivation]], and (7) [[idealized influence]].
 +
#*[[Laissez-faire style]]. [[Leadership style]] of someone who lets the group make decisions and complete the work in whatever way it sees fit.
 +
#[[File:Managerial-grid.png|400px|thumb|right|[[Managerial grid]]]]'''[[Managerial grid]]'''. A two-dimensional grid for appraising [[leadership style]]s.
 +
#'''[[Least preferred coworker questionnaire]]'''. An instrument that purports to measure whether a person is task or relationship oriented. The ''questionnaire'' has initially been developed for the [[Fiedler contingency model]].
 +
#[[File:Path-goal.png|400px|thumb|right|[[Path-goal model]]]]'''[[Path-goal model]]'''. A model 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.
 +
 
===Practices===
 
===Practices===
 +
*'''[[Political slang]]'''.<blockquote><table class="wikitable" style="text-align:center;"><tr><th>[[Political slang]]</th><td rowspan="16">'''versus'''</td><th>"Effective management" label</th></tr><tr><td>Blaming others</td><td>Fixing responsibility</td></tr><tr><td>"Kissing up"</td><td>Developing working relationships</td></tr><tr><td>Apple polishing</td><td>Demonstrating loyalty</td></tr><tr><td>Passing the buck</td><td>Delegating authority</td></tr><tr><td>Covering your rear</td><td>Documenting decisions</td></tr><tr><td>Creating conflict</td><td>Encouraging change and innovation</td></tr><tr><td>Forming coalitions</td><td>Facilitating teamwork</td></tr><tr><td>Whistle-blowing</td><td>Improving efficiency</td></tr><tr><td>Scheming</td><td>Planning ahead</td></tr><tr><td>Overachieving</td><td>Competent and capable</td></tr><tr><td>Ambitious</td><td>Career minded</td></tr><tr><td>Opportunistic</td><td>Astute</td></tr><tr><td>Cunning</td><td>Practical minded</td></tr><tr><td>Arrogant</td><td>Confident</td></tr><tr><td>Perfectionist</td><td>Attentive to detail</td></tr></table></blockquote>
  
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''The successor lecture is [[Organizational Learning Quarter]].''
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''[[Bookkeeping Quarter]] is the successor lecture. In the [[enterprise planning]] series, the next lecture is [[Resource Planning Quarter]].''
  
 
==Materials==
 
==Materials==
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==See also==
 
==See also==
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[[Category:Septem Artes Administrativi]][[Category:Lecture notes]]

Latest revision as of 01:04, 29 December 2020

Leadership Quarter (hereinafter, the Quarter) is a lecture introducing the learners to team management primarily through key topics related to leadership. The Quarter is the last of four lectures of Team Quadrivium, which is the sixth of seven modules of Septem Artes Administrativi (hereinafter, the Course). The Course is designed to introduce the learners to general concepts in business administration, management, and organizational behavior.


Outline

Workforce Arrangements Quarter is the predecessor lecture. In the enterprise planning series, the previous lecture is Relationship Management Quarter.

Concepts

  1. 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.
  2. Influence direction.
  3. Leadership role
    Leadership role. A specific action or behavior expected of and exhibited by a leader. Besides some or all managerial roles, leaders are often serve as coaches, troubleshooters, and, after changes, are expected to exhibit some initiating structure vision.
  4. Leader credibility. The degree to which followers perceive someone as honest, competent, and able to inspire.
  5. Leadership orientation.
  6. Leader-member relations. (1) The degree of confidence, trust, and respect subordinates have in their leader; (2) One of initial situational contingencies of the Fiedler contingency model that describes the degree of confidence, trust, and respect employees have for 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.
  7. Trust
    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.
  8. Trust component. A part or element of trust.
    • Integrity. (1) The quality of being honest and having strong moral principles; moral uprightness; (2) The state of being whole and undivided.
    • Leader competence. The ability to lead successfully.
    • Consistency. Conformity in the application of something, typically that which is necessary for the sake of logic, accuracy, or fairness.
    • Loyalty. The quality of being loyal to someone or something.
    • Openness. (1) Lack of restriction; accessibility; (2) Lack of secrecy or concealment; frankness.
  9. Leadership theory. A supposition or a system of ideas intended to explain leadership.
  10. Leadership contingency theory.
  11. Power. A capacity that A has to influence the behavior of B so that B acts in accordance with A's wishes.
    • Position power. Influence derived from one's formal structural position in the organization; includes power to hire, fire, discipline, promote, and give salary increases.
    • Reward power. Compliance achieved based on the ability to distribute rewards that others view as valuable.
    • Coercive power. (1) The power a leader has to punish or control; (2) A power base that is dependent on fear of the negative effects from failing to comply.
    • Referent power. Influence based on identification with a person who has desirable resources or personal traits.
    • Legitimate power. The power a person receives as a result of his or her position in the formal hierarchy of an organization.
    • Expert power. Influence based on expertise, special skills, or knowledge.
  12. Leadership style. A leader's style of providing direction, implementing plans, and motivating people. Full Range Leadership Model and managerial grid are some of attempts to identify and classify different leadership styles such as as exhibited by leaders in the political, business or other fields.
  13. Transactional leadership.
  14. Transformational leadership.
  15. Routine leadership irrelevance. The approach that a leader is not needed in routine operations.
    Routine leadership irrelevanceRelationship orientationTask orientation
    IndividualExperience and/or trainingNo effect onSubstitutes for
    ProfessionalismSubstitutes forSubstitutes for
    Indifference to rewardsNeutralizesNeutralizes
    TaskHighly structured taskNo effect onSubstitutes for
    Provides its own feedbackNo effect onSubstitutes for
    Intrinsically satisfyingSubstitutes forNo effect on
    EnterpriseExplicit formalized goalsNo effect onSubstitutes for
    Rigid rules and proceduresNo effect onSubstitutes for
    Cohesive workgroupsSubstitutes forSubstitutes for
    • Leader neutralizer. An attribute or set of attributes that make it impossible for leader behavior to make any difference to follower outcomes.
    • Leader substitute. An attribute or set of attributes, such as experience and training, that can replace the need for a leader's support or ability to create structure.
  16. Self organization. The principle that those closest to the work best know how to do the work, so set clear goals and boundaries and let them make all tactical and implementation decisions, cf. emergence, empiricism.
    • Emergence. The principle that the best designs, and the best ways of working come about over time through doing the work, rather than being defined in advance, cf. empiricism, self organization.
    • Empiricism. The principle of "inspect and adapt" which allows teams or individuals to try something out and learn from the experience by conscious reflection and change, cf. emergence, self organization.

Roles

  1. Leader. (1) The person who leads or commands a group, organization, or country; (2) Someone who can influence others toward attaining some goal.
  2. Coach.
  3. Troubleshooter.

Methods

  1. Power tactic. A way in which individuals translate power bases into specific actions.
    Power tacticUpward influenceLateral influenceDownward influence
    Rational persuasionFrequentFrequentFrequent
    ConsultationRareFrequentFrequent
    IngratiationRareFrequentFrequent
    ExchangeRareFrequentFrequent
    LegitimacyRareFrequentFrequent
    Inspirational appealRareRareFrequent
    PressureRareRareFrequent
    Personal appealRareFrequentRare
    CoalitionRareFrequentRare
  2. Team building. High interaction among team members to increase trust and openness.

Instruments

  1. Full Range Leadership Model
    Full Range Leadership Model. A model that depicts seven managerial leadership styles on a continuum: (1) laissez-faire, (2) management by exception, (3) contingent reward leadership, (4) individualized consideration, (5) intellectual stimulation, (6) inspirational motivation, and (7) idealized influence.
  2. Managerial grid
    Managerial grid. A two-dimensional grid for appraising leadership styles.
  3. Least preferred coworker questionnaire. An instrument that purports to measure whether a person is task or relationship oriented. The questionnaire has initially been developed for the Fiedler contingency model.
  4. Path-goal model
    Path-goal model. A model 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.

Practices

  • Political slang.
    Political slangversus"Effective management" label
    Blaming othersFixing responsibility
    "Kissing up"Developing working relationships
    Apple polishingDemonstrating loyalty
    Passing the buckDelegating authority
    Covering your rearDocumenting decisions
    Creating conflictEncouraging change and innovation
    Forming coalitionsFacilitating teamwork
    Whistle-blowingImproving efficiency
    SchemingPlanning ahead
    OverachievingCompetent and capable
    AmbitiousCareer minded
    OpportunisticAstute
    CunningPractical minded
    ArrogantConfident
    PerfectionistAttentive to detail

Bookkeeping Quarter is the successor lecture. In the enterprise planning series, the next lecture is Resource Planning Quarter.

Materials

Recorded audio

Recorded video

Live sessions

Texts and graphics

See also

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