Leadership Quarter

Leadership Quarter (hereinafter, the Quarter) is a lecture introducing the learners to team implementations 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

Workgroup Design Quarter is the predecessor lecture. In the enterprise implementation series, the previous lecture is Stakeholder Arrangements 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.
   • 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 channels, and resolving conflicts.
   • 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. Leader credibility. The degree to which followers perceive someone as honest, competent, and able to inspire.
   • Credibility. The quality of being trusted and believed in.
3. Initiating structure behavior. The extend to which a leader defines her or his role and the roles of group members in attaining goals.
   • Initiating structure. The extent to which a leader is likely to define and structure his or her role and those of subordinates in the search for goal attainment.
4. Leader-member relations. One of Fiedler's situational contingencies that describes the degree of confidence, trust, and respect employees have for their leader.
   • Leader-member relations. The degree of confidence, trust, and respect subordinates have in their leader.
   • Consideration. The extent to which a leader is likely to have job relationships characterized by mutual trust, respect for subordinates' ideas, and regard for their feelings.
5. Trust. A positive expectation that another will not act opportunistically. For a leader, trust is the belief in the integrity, character, and ability to lead.
   • Trust propensity. How likely an employee is to trust a leader.
   • Identification-based trust. Trust based on a mutual understanding of each other's intentions and appreciation of each other's wants and desires.
6. 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.
7. Leadership theory. A supposition or a system of ideas intended to explain leadership.
   • Attribution theory of leadership. A leadership theory that says that leadership is merely an attribution that people make about other individuals.
   • Behavioral theory of leadership. Any leadership theory that identifies behaviors that differentiate effective leaders from ineffective leaders, as well as differentiate leaders from non-leaders.
   • Charismatic leadership theory. A leadership theory that states that followers make attributions of heroic and extraordinary leadership abilities when they observe certain behaviors.
   • Leader-member exchange theory. The leadership theory that says leaders create ingroups and outgroups and those in the ingroup will have higher performance ratings, less turnover, and greater job satisfaction.
   • Situational leadership theory. A leadership contingency theory that focuses on followers' readiness.
   • Trait theory of leadership. One of theories that consider personal qualities and characteristics that differentiate leaders from nonleaders.
   • Leader-participation model. A leadership theory that provides a set of rules to determine the form and amount of participative decision making in different situations.
   • Fiedler contingency model. A leadership theory that suggests that effective group performance depends on the proper match between a leader's style and the degree to which the situation allows the leader to control and influence.
   • Path-goal theory. A leadership theory that suggests that the leader's job is to assist followers in attaining their goals and to provide direction or support needed to ensure that their goals are compatible with the goals of the group or organization.
8. Workforce diversity. The concept that organizations are becoming more heterogeneous in terms of gender, age, race, ethnicity, sexual orientation, and other characteristics.
   • Workforce diversity. The ways in which people in an organization are different from and similar to one another.
   • Global mind set. Attributes that allow a leader to be effective in cross-cultural environments.
9. 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.
10. Power tactic. A way in which individuals translate power bases into specific actions.
11. Full range of leadership model. A model that depicts seven managerial leadership styles on a continuum: (1) 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.
    • 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.
    • 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.
12. Managerial grid. A two-dimensional grid for appraising leadership styles.
13. Routine leadership irrelevance. The approach that a leader is not needed in routine operations.
    • 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.
14. 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.
15. Workforce development. The process of developing workforce.
    • Job engagement. The investment of an employee's physical, cognitive, and emotional energies into job performance.
    • Job enlargement. The horizontal expansion of a job by increasing job scope.
    • Job enrichment. The vertical expansion of a job by adding planning and evaluating responsibilities.
    • Job rotation. The periodic shifting of an employee from one task to another.
    • Mentoring. A process whereby an experienced organizational member (a mentor) provides advice and guidance to a less experiences member (a protégé).
    • Diversity skills training. Specialized training to educate employees about the importance of diversity and teach them skills for working in a diverse workplace.
    • Sensitivity training. Training groups that seek to change behavior through unstructured group interaction.
    • Social learning theory. A theory of learning that says people can learn through observation and direct experience.
    • Intergroup development. Organizational development efforts to change the attitudes, stereotypes, and perceptions that groups have of each other.
16. Team development. Developing individual and group competencies to enhance project performance.

Roles

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

Instruments

1. Group development. The process of developing a group.
   • Forming stage. The first stage of group development in which people join the group and then define the group's purpose, structure, and leadership.
   • Storming stage. The second stage of group development, characterized by intragroup conflict.
   • Norming stage. The third stage of group development, characterized by close relationships and cohesiveness.
   • Performing stage. The fourth stage of group development when the group is fully functional and works on group task.
   • 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.
2. Punctuated-equillibrium model. A set of phases that temporary groups go through that involves transitions between inertia and activity.

Practices

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