Chap 14: Leading and Leadership Developmen môn Principle of Management | Trường Đại học Quốc tế, Đại học Quốc gia Thành phố Hồ Chí Minh

Chap 14: Leading and Leadership Development 1. The Nature of Leadership
-Leadership – The process of inspiring others to work hard to accomplish important tasks
COMTEMPORARY LEADERSHIP CHALLENGES:
+ Shorter time frames for accomplishing things
+ High performance expectations
+ Complex, ambiguous, and multidimensional problems + Scarce resources - Leadership and power: + Power:
Ability to get someone else to do sth you want done or make things happen the way you want
Power should be used to influence and control others for the common
+ 2 sources of managerial power: position power and personal power
Position power – based on a manager’s official status in the organization’s hierarchy of authority
Sources of position power: Reward power – Capabilty to offer sth of value
Coercive power - Capabilty to punish or withhold positive outcomes
Legitimate power – Organizational position or status confers
the right to control those in subordinate positions
Personal power – based on the unique personal qualities that a person brings to the leadership situation
+ Sources of personal power: Expert power – Capacity to influence others because of one’s knowledge and skills
Referent power - Capacity to influence others because they
admire you and want to identify positively with you  Summary: POWER OF THE POSITION POWER OF THE PERSON
Based on things managers can offer to
Based on how managers are viewed by others: others:
+ Rewards: “ If you do what I ask, I’ll
+ Expertise – as a source of special give you a reward’’ knowledge and information
+ Coercion: “ If you don’t do what I ask,
+ Reference – as a person with whom I’ll punish you’’ others like to identify
+ Legitimacy: “ Because I am the boss, you must do what I ask” - Leadership and vision: + Visionary leadership
Vision – a future that one hopes to create or achieve in order to improve upon the present state of affairs
Visionary leadership – a leader who brings to the situation a clear and compelling sense
of the future as well as an understanding of the actions needed to get there successfully - Leadership as service:
+ Servant leadership:  Commitment to serving others
 Followers more important than leader
 “ Other centered’’ not “self-centered’’
 Power not a “ zero-sum’’ quantity
 Focuses on empowerment, not power
+ Empowerment:  The process through which managers enable and help others to gain power and achieve influence
 Effective leaders empower others by providing them with:
information, authority, responsibility, trust
2. Leadership Traits and behaviors: - Leadership traits:
+ Important traits for leadership success:
Drive – Successful leaders have high energy, display initiative, and are tenacious
Self-confidence - Successful leaders trust themselves and have confidence in their abilities
Creativity - Successful leaders are creative and original in their thinking
Cognitive ability - Successful leaders have the intelligence to integrate and interpret information
Job-relevant knowledge - Successful leaders know their industry and its technical foundation
Motivation - Successful leaders enjoy influencing others to achieve shared goals
Flexibility - Successful leaders adapt to fit the needs of followers and the demands of situations
Honesty and integrity - Successful leaders are trustworthy; they are honest, predictable, and dependable - Leadership behavior
+ Leadership behavior theories focus on how leaders behave when working with followers
+ Leadership styles are recurring patterns of behaviors exhibited by leaders
+ Basic dimensions of leadership behaviors:  Concern for the task to be accomplished
 Concern for the people doing the work TASK CONCERNS PEOPLE CONCERNS
+ Plans and defines work to be done
+ Acts warm and supportive toward followers
+ Assigns task responsibilities
+ Develops social rapport with followers + Set clear work standards
+ Respects the feelings of followers + Urges task completion
+ Is sensitive to followers’ needs
+ Monitors performance results + Shows trust in followers CHARISMATI TRANSFORMATIONA CLASSIC HERSEY – VROOM – HOUSE’S C L LEADERSHIP LEADERSHI BLANCHARD JAGO LEADER- PATH GOAL LEADERSHIP P STYLES SITUATIONA PARTICIPATION LEADERSHI L THEORY P THEORY LEADERSHIP MODEL Develop special Someone who is truly -Autocratic -Leaders adjust -Helps leaders -Effective leader – inspirational as a leader style: their styles choose the leadership follower and who arouses others to emphasizes depending on method of deals with the relationships seek extraordinary task over the readiness of decision making paths through and inspire performance people their followers that best fits the which others in accomplishments => -Human to perform in a nature of the followers can extraordinary transformational leader relations given situation problem situation achieve goals way => a leader influences the others by styles: +Readiness – -Basic decision- -Leadership who exercise communication skill, Emphasizes how able, making choices: styles for charismatic expertise, role model people over willing and Authority dealing with leadership task confident decision is made path-goal influences the -Laissez-faire followers are in by the leader and relationships: others by his/her style: Shows performing then Directive attractiveness or little concern tasks communicated to leadership, charm for task -Leadership the group supportive -Democratic implications of Consultative leadership, style: the Hersey- decision-is made achievement- committed to Blanchard by the leader oriented task and situational after gathering leadership, people
leadership model information and participate advice from leadership others Group -When to use decision-is made House’s by the group with leadership the leader’s styles support as a -Substitutes contributing for leadership member-5 Decision-making options in the Vroom-Jago leader- participation theory: Contingency factors in the Vroom-Jago leader- participation theory
=>Inspire followers to transcend their own =>Emphasizes => A leader => A leader =>Emphasizes
self-interests for the good of the on the concept should adjust should make on how leader
organization, both rely on the ability of the of whether a these styles effective decision eliminates the
leader to influence and inspire followers, leader based on the from obstacles,
motivate the individuals or those who around concerns on readiness and himself/herself barriers on the
them to be better and to work for the greater the task or on the ability of based on the path for the
good of an organization or society situation and the followers to people, on the the followers level of achieve the followers and involvement of goals is divided into 4 classic decision makers leadership styles: Autocratic, democratic, human relations and laissez-faire
Chap 12: Organizational Culture and Change
1. Organizational Cultures
Organizational culture – The system of shared beliefs and values that guides behavior in organizations
=>It is also often called the corporate culture, and through its influence on employees and
customers it can have a big impact on performance.
=>From behavior, we can imply or we can refer to an underlying value of that behavior
=>Organizations have cultures that create unique identities and help to distinguish them from one another
Socialization – How new members learn the culture of the organization
Four common organizational cultures, according to leadershipIQ:
+ Hierarchical cultures emphasize tradition and clear roles
+ Dependable cultures emphasize process and slow change
+ Enterprising cultures emphasize creativity and competition
+ Social cultures emphasize collaboration and trust -
The best organizations have positive cultures that: Respect members, are customer
driven, are performance-oriented, encourage positive work behaviors, discourage
dysfunctional behaviors: cyberslacking -
Observable culture – What one sees hears when walking around an organization
+ Elements of observable culture:  Heroes
 Ceremonies, rites and rituals  Legends and stories  Metaphors and symbols -
Levels of organizational cultures, the “ice berg’’ -
Values and the core culture of organizations
+ Core value: consists of the core values, or underlying assumptions and beliefs that
shape and guide people’s behaviors in an organization
+ Core values are beliefs and values shared by organization members
+ Value-based management: Describes managers who actively help to develop,
communicate, and enact shared values
Workplace Spirituality – creates meaning and shared community among organizational members
A culture of workplace spirituality will have strong ethics foundations, recognize
human dignity, respect diversity, and focus on linking jobs with an organization’s contribution to society
 Sample values in spiritual organizational cultures: Meaningful purpose, trust and
respect, honesty and openness, personal growth and development, worker friendly
practices, ethics and social responsibility
2. Multicultural Organizations:
-Multiculturalism – involves inclusiveness, pluralism, and respect for diversity in the workplace
-Multicultural organization – has a culture with core values that respect diversity and support multiculturalism
-A multicultural organization has these characteristics:
+ Pluralism – members of both minority cultures and majority cultures are influential in
setting key values and policies
+ Structural integration – minority culture members are well represented in jobs at all
levels and in all functional responsibilities
+ Informal network integration – various forms of mentoring and support groups assist in
the career development of minority culture members
+ Absence of prejudice and discrimination – a variety of training and task-force activities
address the need to eliminate culture-group biases
+ Minimum intergroup conflict – diversity does not lead to destructive conflicts between
members of majority and minority cultures
-Organizational subcultures – groups of people who share similar beliefs and values based
on their work or personal characteristics
+ Ethnocentrism is the belief that one’s subculture is superior to all others
+ Common subcultures include:  Gender and generations
 Ethnicity or national cultures  Occupations and functions -Diversity:
+ Diversity basically means the presence of differences
+ Diversity alone does not guarantee positive performance impact
+ Diversity must be included in training and human resources practices
+ Positive impact results when diversity is embedded in the organizational culture
3. Organizational Change
-Change leader – A change agent who takes leadership initiative for changing the existing
pattern of behavior of another person or social system -2 types of change:
+ Top-down change:  Change initiatives come from senior management
 Success depends on support of middle-level and lower-level workers
Change is initiated from the top manager and followers who are middle manager or
their subordinates, their workers whether they accept the changer, otherwise, this kind
of top-down change is not successful
+ Bottom-up change:  The initiatives for change come from any and all parts of the
organization, not just top management
 Crucial for organizational innovation
The change is initiated from the lower-level in organization, from any employees who
have the ideas, suggest that idea to the organization and then the change happens from any levels
 Made possible by: Employee empowerment, employee
involvement, employee participation -
Incremental and transformational change
+ Incremental change – Bends and adjusts existing ways to improve performance
+ Transformational change – Results in a major and comprehensive redirection of the organization -
Kotter’s 8 steps model of change: 1. Create urgency 2. Form a powerful coalition 3. Create a vision for change
Creating the climate for change 4. Communicate the vision 5. Empower action 6. Create quick wins
Engaging and enabling the organization 7. Build on the change 8. Make it stick
Implementing & sustaining for change -
Kurt Lewin 3-Stage Change Model
+ Unfreezing: The phase in which a situation is prepared for change and felt needs for change are developed
+ Changing: The phase in which sth new takes place in the system, and change is actually implemented
+ Refreezing: The phase of stabilizing the change and creating the conditions for its long term continuity - Why people resist change: + Fear of the unknown + Disrupted habits + Loss of confidence + Loss of control + Poor timing + Work overload + Loss of face + Lack of purpose
Chap 15: Individual Behavior 1. Perception: - Perception:
+ The process through which people receive, organize and interpret information from the environment
+ People can perceive the same things or situations differently
+ People behave on the basis of their perceptions
+ Perception and Psychological Contracts:
 Person-job fit begins here
 A set of expectations held by an individual about what will be given and received in the
employment relationship => what the individual expects in the employment relationship
 An ideal work situation is one with a fair psychological contract => Problems are likely to
occur when the psychological contract is perceived as unbalanced or broken. Individuals
who sense they are getting less from the organization than they are giving, for example,
might try to compensate through lower performance. Withdrawal, and poor citizenship.
Balance of contributions and inducements => a healthy psychological organization and
inducements received. Contributions are work activities, such as effort, time, creativity,
and loyalty. Inducements are what the organization gives to the individual in exchange
for these contributions. They include pay, fringe benefits, training and opportunities for
personal growth and advancement, and job security. - Perception and Attribution
+ Attribution – The process of developing explanations for events
Attribution is the process that you seek for explanations for everything/find out the
reasons for everything happening in your life => help you in prediction and controlling sth
+ Fundamental attribution error – Occurs when observers blame another’s performance
failures or problems on internal factors and attribute their successes to internal factors -
Perceptual tendencies and distortions
+ Stereotypes – Occur when attributes commonly associated with a group are assigned to
an individual: Racial and ethnic, Gender, ability, age, others
+ Halo effects – occur when on attribute is used to develop an overall impression of a person or situation
+ Selective perception – The tendency to define problems from ones’ own point of view Example: If someone has a negative perception of a coworker, they might selectively focus on that person's mistakes while overlooking their successes Example: If someone has a negative perception of a coworker, they might selectively focus on that person's mistakes while overlooking their successes Example: If someone has a negative perception of a coworker, they might selectively focus on that person's mistakes while overlooking their successes
+ Projection – The assignment of personal attributes to other individuals -
Perception and impression management
+ Impression management – The systematic attempt to influence how others perceive us
 dress to convey positive appeal
 flatter others to generate positive feelings
 when conversing, make eye contact and smile
 display a high level of energy 2. Personality - Personality
+ The profile of characteristics that makes one person unique from others
Personality distinguishes person from person. Each of us bears our own personality -
“ Big Five’’ personality traits:
+ Extroversion – Being outgoing, sociable, and assertive
+ Agreeableness – Being good-natured, cooperative, and trusting
+ Conscientiousness – Being responsible, dependable, and careful
+ Emotional stability – Being relaxed, secure, and unworried
+ Openness – Being curious, receptive to new things, and open to change -
Other personality traits that affect work behavior:
+ Locus of control – The extent to which one believes that what happens to them is within one’s control
Locus of control is the degree to which you believe your own effort will bring the relevant results/consequences
+ Authoritarianism – the degree to which a person defers to authority and accepts status differences
+ Machiavellianism – the extent to which someone is emotionally detached and manipulative in using power
This person has intellectual capacity
+ Self-monitoring – The degree to which someone is able to adjust and modify behavior in
response to the external factors
+ Type A personality – Orientation toward extreme achievement, impatience, and perfectionism 3. Attitudes: -
Attitude – A predisposition to act in a certain way toward people and things in one’s
environment toward people and things in our environment - Components of attitudes:
+ Cognitive component – reflects a belief or an opinion
VD: You might believe that your management course is very interesting
+ Affective or emotional component – reflects a specific feeling
VD: you might feel very good about being a management major
+ Behavioral component – reflects an intention to behave in a manner consistent with the belief and feeling
VD: Using the same example again, you might say to yourself: “ I am going to work hard and try
to get an A in all my management courses
+ Cognitive dissonance – The discomfort a person feels when attitudes and behavior are inconsistent
For most people, dissonance is very uncomfortable and results in changing the attitude
to fit the behavior, changing future behavior to fit the attitude or rationalizing to force the two to be compatible -
Job satisfaction – is the degree to which an individual feels positive or negative about a job -
Common aspects of job satisfaction:
+ Work itself—Does the job off er responsibility, interest, challenge?
+ Quality of supervision—Are task help and social support available?
+ Coworkers—How much harmony, respect, friendliness exists?
+ Opportunities—Are there avenues for promotion, learning, growth?
+ Pay—Is compensation, actual and perceived, fair and substantial?
+ Work conditions—Do conditions off er comfort, safety, support?
+ Security—Is the job and employment secure?
 There is a strong and positive relationship between satisfaction and absenteeism and turnover -
Satisfaction-related concepts having quality of work life implications:
+ Employee engagement – Strong positive feeling about one’s job and the organization
+ Job involvement – The extent to which an individual is dedicated to a job
+ Organizational commitment – Loyalty of an individual to the organization
+ Organizational citizenship – Willingness to do more than the minimum required
4. Emotions, Moods, and Stress: 4. Emotions, Moods, and Stress
- Emotions - Strong feelings directed toward someone or something
+ Emotional intelligence - Ability to understand emotions and manage relationships effectively
- Moods - Generalized positive and negative feelings or states of mind
=> mood appears in very short time and then your mood can change at any time
- Mood contagion (tâm trạng lây lan) - Spillover of one’s positive or negative moods onto others
=> mood contagion is the spillover of your mood to other people around VD: giận cá chém thớt
-Stress - A state of tension experienced by individuals facing extraordinary
demands, constraints, or opportunities
+ Stressors:  Things that cause stress
 Originate in work, personal, and nonwork situations
 Have the potential to influence work attitudes, behavior, job performance, and health
CHAP: Team and Team Development oThings that cause stress
oOriginate in work, personal, and nonwork situations
oHave the potential to influence work attitudes, behavior, job
Chap 16. Motivation Theory and Practice
1. Individual Needs and Motivatio- Motivation—the forces within the individual that account for the level, direction, \ TEAM AND TEAM DEVELOPMENT 1. Stages of Group and Team Development
1. Stages of Group and Team Development - Forming (S1):
+ Attempting to define the task and how it will be accomplished through discussions of task- related concepts/issues
+ First day as a team, try to figure out goals and parameters of the assignment - Storming (S2):
+ Defensiveness, intragroup competition, and the formation of factions; arguing among members, even when they agree
+ Brainstorming, discussion, and division of labor - Norming (S3):
+ Establishing and maintaining team ground rules
+ More friendliness and confiding in one another + Begin to work toward goals - Performing (S4):
+ The ability of the group/team to prevent or work through problems
+ Members develop close attachment to the team
+ Mechanism for accomplishing goals 2. Teams and Groups 2. Teams and Groups - Groups:
+ Formed around a common interest or purpose with the goal of sharing information, but there is no collective accountability.
+ Consists of two or more people who interact regularly to accomplish a common purpose or goal - Team:
+ A team’s focus is collective performance, with both individual and mutual accountability.
+ A group of workers that functions as a unit, often with little or no supervision, to carry
out work-related tasks, functions, and activities