Difference between revisions of "Leadership Quarter"

From CNM Wiki
Jump to: navigation, search
(→‎Concepts)
 
(157 intermediate revisions by 2 users not shown)
Line 1: Line 1:
−
[[Workteam Leadership Quarter]] (hereinafter, the ''Quarter'') is the first of four lectures of [[Operations Quadrivium]] (hereinafter, the ''Quadrivium''):
+
[[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]].
−
*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==
 
==Outline==
−
''The predecessor lecture is [[Workgroup Design Quarter]].''
+
''[[Workforce Arrangements Quarter]] is the predecessor lecture.  In the [[enterprise planning]] series, the previous lecture is [[Relationship Management Quarter]].''
  
 
===Concepts===
 
===Concepts===
−
*[[Team building]]. High interaction among team members to increase trust and openness.
+
#'''[[Leadership]]'''. A process of influencing a group to achieve a vision or set of goals, as well as the ability to do so.
−
*[[Pair working]]. A scenario where two [[team member]]s share a single workstation and work together to develop a single feature.  
+
#*[[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.
−
*[[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.
+
#*[[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.
−
*[[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]].
+
#*[[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.
−
*[[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]].
+
#*[[Visionary leadership]]. The ability to create and articulate a realistic, credible, and attractive vision of the future that improves upon the present situation.
−
*[[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]].
+
#'''[[Influence direction]]'''.
−
*[[Open workplace]]. Workplace with few physical barriers and enclosures.
+
#*[[Upward influence]].  
−
*[[Staff authority]]. Positions with some authority that have been created to support, assist, and advise those holding [[line authority]].
+
#*[[Lateral influence]].  
−
*[[Workforce diversity]]. The concept that organizations are becoming more heterogeneous in terms of gender, age, race, ethnicity, sexual orientation, and other characteristics.
+
#*[[Downward influence]].
−
*[[Workforce diversity]]. The ways in which people in an organization are different from and similar to one another.
+
#[[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]].
−
*[[Work specialization]]. Dividing work activities into separate job tasks.
+
#*[[Initiating structure vision]]. The extend to which a [[leader]] defines her or his role and the roles of group members in attaining goals.
−
*[[Work specialization]]. The degree to which tasks in an [[organization]] are subdivided into separate jobs.
+
#*[[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.
−
*[[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.
+
#'''[[Leader credibility]]'''. The degree to which followers perceive someone as honest, competent, and able to inspire.
−
*[[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.
+
#*[[Credibility]]. The quality of being trusted and believed in.
−
*[[Cross-functional team]]. A [[work team]] composed of individuals from various functional specialties.
+
#*[[Global mindset]]. Attributes that allow a [[leader]] to be effective in [[cross-cultural environment]]s.
−
*[[Cross-functional team]]. A [[work team]] composed of individuals from various functional specialties.
+
#'''[[Leadership orientation]]'''.  
−
*[[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.
+
#*[[Task orientation]].
−
*[[Downsizing]]. The planned elimination of jobs in an organization.
+
#*[[Relationship orientation]] (also known as [[human relations orientation]] or [[people orientation]]).  
−
*[[Affirmative action]]. Organizational programs that enhance the status of members of protected groups.
+
#'''[[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.
−
*[[Decentralization]]. The degree to which lower-level employees provide input or actually make decisions.
+
#*[[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.
−
*[[Centralization]]. The degree to which [[decision making]] is concentrated at upper levels of the organization.  
+
#[[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.
−
*[[Centralization]]. The degree to which decision making is concentrated at a single point in an [[organization]].
+
#*[[Trust propensity]]. How likely an employee is to trust a leader.
−
*[[Employee empowerment]]. Giving employees more [[authority]] (power) to make decisions.
+
#*[[Identification-based trust]]. Trust based on a mutual understanding of each other's intentions and appreciation of each other's wants and desires.
−
*[[Chain of command]]. The line of authority extending from upper organizational levels to the lowest levels, which clarifies who reports to whom.
+
#'''[[Trust component]]'''. A part or element of [[trust]].
−
*[[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.
+
#*[[Integrity]]. (1) The quality of being honest and having strong moral principles; moral uprightness; (2) The state of being whole and undivided.
−
*[[Formalization]]. How standardized an organization's jobs are and the extent to which employee behavior is guided by rules and procedures.
+
#*[[Leader competence]]. The ability to lead successfully.
−
*[[Formalization]]. The degree to which jobs within an [[organization]] are standardized.
+
#*[[Consistency]]. Conformity in the application of something, typically that which is necessary for the sake of logic, accuracy, or fairness.
−
*[[High-involvement work practice]]. Work practice designed to elicit greater input or involvement from workers.
+
#*[[Loyalty]]. The quality of being loyal to someone or something.
−
*[[High-performance work practice]]. Work practice that leads to both high individual and high organizational performance.
+
#*[[Openness]]. (1) Lack of restriction; accessibility; (2) Lack of secrecy or concealment; frankness.
−
*[[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.
+
#'''[[Leadership theory]]'''. A supposition or a system of ideas intended to explain [[leadership]].
−
*[[Interpersonal justice]]. The degree to which employees are treated with dignity and respect.
+
#*[[Attribution theory of leadership]]. A [[leadership theory]] that says that leadership is merely an attribution that people make about other individuals.
−
*[[Job analysis]]. An assessment that defines jobs and the behaviors necessary to perform them.
+
#*[[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.
−
*[[Job characteristics model]]. A framework for analyzing and designing jobs that identifies five primary core job dimensions, their interrelationships, and their impact on outcomes.
+
#*[[Charismatic leadership theory]]. A [[leadership theory]] that states that followers make attributions of heroic and extraordinary leadership abilities when they observe certain behaviors.
−
*[[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.
+
#*[[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]].
−
*[[Job depth]]. The degree of control employees have over their work.
+
#*[[Trait theory of leadership]]. One of theories that consider personal qualities and characteristics that differentiate leaders from nonleaders.
−
*[[Job description]]. A written statement that describes a job.
+
#*[[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.
−
*[[Job design]]. The way tasks are combined to form complete jobs.
+
#'''[[Leadership contingency theory]]'''.  
−
*[[Job design]]. The way the elements in a job are organized.
+
#*[[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.
−
*[[Job engagement]]. The investment of an employee's physical, cognitive, and emotional energies into job performance.
+
#*[[Hersey-Blanchard Situational Leadership Theory|Situational leadership theory]] ([[Hersey-Blanchard Situational Leadership Theory]]). A leadership contingency theory that focuses on followers' readiness.
−
*[[Job enlargement]]. The horizontal expansion of a job by increasing [[job scope]].
+
#'''[[Power]]'''. A [[capacity]] that A has to influence the behavior of B so that B acts in accordance with A's wishes.
−
*[[Job enrichment]]. The vertical expansion of a job by adding planning and evaluating responsibilities.
+
#*[[Position power]]. Influence derived from one's formal structural position in the organization; includes power to hire, fire, discipline, promote, and give salary increases.
−
*[[Job involvement]]. The degree to which a person identifies with a job, actively participates in it, and considers performance important to self-worth.
+
#*[[Reward power]]. Compliance achieved based on the ability to distribute rewards that others view as valuable.
−
*[[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.
+
#*[[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.
−
*[[Job rotation]]. The periodic shifting of an employee from one task to another.
+
#*[[Referent power]]. Influence based on identification with a person who has desirable resources or personal traits.
−
*[[Job score]]. The number of different tasks required in a job and the frequency with which those tasks are repeated.
+
#*[[Legitimate power]]. The power a person receives as a result of his or her position in the formal hierarchy of an organization.
−
*[[Job sharing]]. An arrangement that allows two or more individuals to split a traditional 40-hour-a-week job.
+
#*[[Expert power]]. Influence based on expertise, special skills, or knowledge.
−
*[[Job sharing]]. The practice of having two or more people split a full-time job.
+
#'''[[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.
−
*[[Job specification]]. A written statement of the minimum qualifications a person must possess to perform a given job successfully.
+
#*[[Dictatorial style]] ([[autocratic style]]). [[Leadership style]] of someone who dictates work methods, makes unilateral decisions, and limits employee participation.
−
*[[Labor union]]. An organization that represents workers and seeks to protect their interests through collective bargaining.
+
#*[[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.
−
*[[Line authority]]. Authority that entitles a manager to direct the work of an employee.
+
#*[[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.
−
*[[Mental model]]. Team members' knowledge and beliefs about how the work gets done by the team.
+
#'''[[Transactional leadership]]'''.  
−
*[[Mentoring]]. A process whereby an experienced organizational member (a mentor) provides advice and guidance to a less experiences member (a protégé).
+
#*[[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.
−
*[[Multiteam system]]. A collection of two or more interdependent teams that share a superordinate goal; a team of teams.
+
#*[[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.
−
*[[Participative management]]. A process in which subordinates share a significant degree of decision-making power with their immediate superiors.
+
#'''[[Transformational leadership]]'''.  
−
*[[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.
+
#*[[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]].
−
*[[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.
+
#*[[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]].
−
*[[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.
+
#*[[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.
−
*[[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.
+
#*[[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.
−
*[[Proactive perspective of work design]]. An approach to [[job design]] in which employees take the initiative to change how their work is performed.
+
#'''[[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>
−
*[[Reflexivity]]. A team characteristic of reflecting on and adjusting the master plan when necessary.
+
#*[[Leader neutralizer]]. An attribute or set of attributes that make it impossible for leader behavior to make any difference to follower outcomes.
−
*[[Self-managed work team]]. A [[work team]] of 10 to 15 people who take on responsibilities of their former supervisors.
+
#*[[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.
−
*[[Self-managed work team]]. A type of work team that operates without a manager and is responsible for a complete work process or segment.
+
#'''[[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]].
−
*[[Virtual team]]. A [[work team]] that use computer technology to tie together physically dispersed members in order to achieve a common goal.
+
#*[[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]].
−
*[[Virtual team]]. A type of [[work team]] that uses technology to link physically dispersed members in order to achieve a common goal.
+
#*[[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]].
−
*[[Relational job design]]. Constructing jobs so employees see the positive difference they can make in the lives of others directly through their network.
 
−
*[[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.
 
−
*[[Responsibility]]. The obligation of expectation to perform any assigned duties.
 
−
*[[Work team]]. A [[group]] whose individual efforts result in performance that is greater than the sum of the individual inputs.
 
−
*[[Work team]]. A group whose members work intensely on a specific, common goal using their positive synergy, individual and mutual accountability, and complementary skills.
 
−
 
 
−
*[[Legitimate power]]. The power a leader has as a result of her or his position in the organization.
 
−
*[[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 special skills or knowledge.
 
−
*[[Expert power]]. Power that's based on expertise, special skills, or knowledge.
 
−
*[[Autocratic style]]. Leadership style of someone who dictates work methods, makes unilateral decisions, and limits employee participation.
 
−
*[[Democratic style]]. Leadership style of someone who involves employees in [[decision making]], delegates [[authority]], and uses feedback as an opportunity for coaching employees.
 
−
*[[Fiedler contingency model]]. A leadership theory proposing 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.
 
−
*[[Fiedler contingency model]]. The theory that effective groups depend on a proper match between a leader's style of interacting with subordinates and the degree to which the situation gives control and influence to the leader.
 
−
*[[Full range of leadership model]]. A model that depicts seven management styles on a continuum: laissez-faire, management by exception, contingent reward leadership, individualized consideration, intellectual stimulation, inspirational motivation, and 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.
 
−
*[[Leading]]. [[Management function]] that involves working with and through people to accomplish organizational goals.
 
−
*[[Leading]]. A function that includes motivating employees, directing others, selecting the most effective communication channels, and resolving conflicts.
 
−
*[[Managerial grid]]. A two-dimensional grid for appraising leadership styles.
 
−
*[[Path-goal theory]]. A leadership theory that says 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.
 
−
*[[Path-goal theory]]. A theory that states that it is the leader's job to assist followers in attaining their goals and to provide the necessary direction and/or support to ensure that their goals are compatible with the overall objectives of the group or organization.
 
−
*[[Position power]]. Influence derived from one's formal structural position in the organization; includes power to hire, fire, discipline, promote, and give salary increases.
 
−
*[[Position power]]. One of Fiedler's situational contingencies that describes the degree of influence a leader has over activities such as hiring, firing, discipline, promotions, and salary increases.
 
−
*[[Reward power]]. Compliance achieved based on the ability to distribute rewards that others view as valuable.
 
−
*[[Reward power]]. The power a leader has to give positive rewards.
 
−
*[[Servant leadership]]. A leadership style marked by going beyond the leader's own self-interest and instead focusing on opportunities to help followers grow and develop.
 
−
*[[Coercive power]]. A power base that is dependent on fear of the negative effects from failing to comply.
 
−
*[[Coercive power]]. The power a leader has to punish or control.
 
−
*[[Power tactic]]. A way in which individuals translate power bases into specific actions.
 
−
*[[Power]]. A capacity that A has to influence the behavior of B so that B acts in accordance with A's wishes.
 
−
*[[Referent power]]. Influence based on identification with a person who has desirable resources or personal traits.
 
−
*[[Referent power]]. Power that arises because of a person's desirable resources or personal traits.
 
  
 
===Roles===
 
===Roles===
−
#[[Mentor]]. A senior employee who sponsors and supports a less-experienced employee, called a protégé.
+
#'''[[Leader]]'''. (1) The person who leads or commands a group, organization, or country; (2) Someone who can influence others toward attaining some goal.
−
#[[Board representative]]. An employee who sits on a company's board of directors and represents the interests of the firm's employees.
+
#*[[Charismatic leader]]. An enthusiastic, self-confident leader whose personality and actions influence people to behave in certain ways.
−
#[[Contingent worker]]. A temporary, freelance, or contract worker whose employment is contingent on demand for her or his services.
+
#*[[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>
  
−
''The successor lecture is [[Organizational Learning Quarter]].''
+
''[[Bookkeeping Quarter]] is the successor lecture. In the [[enterprise planning]] series, the next lecture is [[Resource Planning Quarter]].''
  
 
==Materials==
 
==Materials==
Line 127: Line 106:
  
 
==See also==
 
==See also==
 +
 +
[[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

Retrieved from "https://pravka.bskol.com/w/index.php?title=Leadership_Quarter&oldid=69391"