Leader Expectations & Employee Learning

Hoorcollege 1: Innovation and Learning

• Focus on the relationship between leader expectations and employee engagement in learning, and mediating leader behaviors.
• Innovation and learning go hand-in-hand, essential for developing processes and gaining competitive edge by streamlining business.

Definitions

• Employee engagement relates to behaviours in learning activities to gain knowledge and abilities.
• Leader expectations relates to a leader determining an employee can learn relevant job skills.
• Pygmalion theory / self-fulfilling prophecy involves a leader's expectations activating certain leader behaviors, which in turn affects employee attitudes and behaviors in the expected direction.
• Goal-setting theory suggests better performance is achieved through specific and difficult goals.
• Setting specific goals allows employees to understand needed behaviors and focuses knowledge to develop strategies.
• Difficult goals set standards, motivates effort, and encourages success strategies.
• Leaders make investments in employees based on beliefs, shaping their learning and development, contributing to a self-fulfilling prophecy (Pygmalion effect). Meta-analysis indicates a strong effect.

Goal Setting and Learning Opportunities

• Clear and challenging goals keep employees focused, motivated, and engaged.
• Specific goals guide effort and strategy
• Difficult goals drive persistence and high performance, boosting engagement and overall performance.
• Providing learning opportunities shape employee learning and behavior,
• Leaders can allocate time, resources, and responsibilities creating opportunities, such as challenging job assignments.
• Employee learning maintains organizational success, therefore supporting these activities is an essential leadership role.

Study Results

• Leaders can promote engagement by setting challenging and specific goals, and providing opportunities for learning.
• Goal setting can be assisted by setting smart formulas while learning opportunity through resource allocation.
• Leader expectations drive employee performance and development through mentor-protégé relationships, stimulating self-development.
• ALL employees should be focused on, not just a select few, with focus on behavior and general policies.

Radical Creative Ideas

• Examines the influence of leaders achieving goals in regards to openness to creative ideas voiced by subordinates.
• Goal orientations affect willingness to accept ideas
• Employee creativity aids innovation and development, challenging thought frameworks.

Definitions

• Employee creativity involves generating useful and novel ideas.
• Novel ideas are unique relative to other ideas available.
• Useful ideas have potential value to the organization.
• Achievement goal theory represents competence goals in achievement situations, including approach and avoidance goals.
• Approach goals enhance performance and directed towards positive events
• Avoidance goals adversely affect performance attainment through negative outcomes
• Performance approach is demonstrating competence by outperforming others.
• Mastery approach involves acquiring new skills to develop.
• Performance approach goals (PAp) concentrates on outperforming.
• Mastery approach goals (MAp) focuses on self-referenced improvement.
• Performance avoidance goals (PAv) avoids failure in others.
• Mastery avoidance goals (MAv) avoids incompetence on the basic task.

Importance and Opposition to Creative Ideas

• Leaders affect selection of voiced ideas, controlling resources to make decisions.
• Radical ideas challenge established practices in the organization, leading to controversy.
• Leaders feel threatened by ideas, rejecting them and preventing development.

Performance vs. Mastery Goals

• Performance leaders (PAP) focus on comparison of ability, see challenge as threat, and remain in status quo of the company.
• Mastery leaders (Map) gain competence with new situations, see input as a learnable asset, facilitates competence, and are open minded
• Leaders must evaluate employee creative input by examining usefulness and validity of idea

Study Results

• Performance approach leaders (PAp) negatively impacts adopting creative ideas as it is a threat to current status
• They focus on defending their ideas due to lack of effort to finding new strategies to adapt.
• Mastery approach leaders (MAp) positively impact adopting creative ideas as they are valuable to them
• They improve their skills, performance, and leadership due to valuable ideas.
• The main difference between MAp and PAp is the leaders' explorative interest to deeply think about the concepts
• Mastery leaders are not affected by method of voice
• Performance leaders respond well to considerately voiced ideas
  • As conclusion to the study employees should voice ideas considerately
  • Leaders should focus on content
  • Organizations should stimulate a mastery climate.

Hoorcollege 2: Social Entrepreneurship

• Social entrepreneurship addresses root causes of social issues rather than just managing effects

Rejected Assumptions

• Social entrepreneurs intentionally solve social problems driven by optimism
• Greatest ideas start small but break social equilibrium. Funders should invest in scaling ideas.
• Opportunities for change arise in waves, creating cycle of activity
• Social organizations should improve infrastructure, governance, and self evaluation and refresh old structures, meaning improving existing organizations, not just starting
• Social entrepreneurs work well in teams due to research and expertise.
• Old organizations can create change by overcoming bureaucratic obstacles and protecting new innovations.
• One barrier to transformation is outdated organization
• Social entrepreneurship must be strictly defined
• Entrepreneurship shifts economic resources for greater productivity

Entrepreneurial Context

• Entrepreneurial context exist where there are inefficiencies where entrepreneurs provide solutions
• Unsatisfactory equilibrium relates to stable but not ideal circumstances where entrepreneurs then improve upon this
• They should be inspired, creative, have direct action, and show overall courage to setbacks

Business vs Entrepreneurship

• They change suboptimal innovation into a more stable system of innovation
• Social entrepreneurs are more focused on solutions over traditional entrepreneurs, who focus on profit
• All are passionate about positive impact, not just money

Key Elements

• Social entrepreneurship focuses on challenging social status quo, identifying equilibrium's, and improving society
• Social entrepreneurship creates and sustains equilibrium while social activism influences this equilibrium
• Social service provision improves existing structure
• Real world initiatives use these categories

Studying a Market

• Entrepreneurship improves societal progress when done especially with positive impact
• There are a need for definition to distinguish social entrepreneurship from regular business in which traditional helps economic growth

To Ensure Market

To ensure a market you must lean start up following: -Start with idea of what others need/want -Build a minimum viable product/service -Measure and test assumptions -Learn pivot idea restart ideas.

• Lean start ups is a low risk tool for entrepreneurship

Perspective of Policymakers

• Its key to understand why enterprises succeed or fail What they could do in distinct situations
• How to manage a better team, networking, and gathering feedback.

Scholars Perspective

To encourage productive people

• Who becomes entrepreneurs role in market and economics role in sociocultural change the need to see perspective of the people A mission to sustain and create social value

Perspective of Other People

• Relentlessly pursuing opportunities
• Continuous innovation and adaptability
• Boldly acting despite lack of resources
• Heighten up accountability
• Muhammad Yunus micro loans.
• Social entrepreneurship is based on mission
• Commercial entrepreneurship is based on personal value
• Social entrepreneurs also look to disadvantaged and neglected

Hoorcollege 3: Organizational culture and change management

• Layers of organizational culture consists of outer (artifacts and symbols), middle (espoused values) and inner (basic assumption)
• There are espoused beliefs, values, norms, and rules of behavior used for depiction

Three Keys

• Artifacts are organizational structure needing deciphering
• Espoused beliefs are strategies and philosophies with justification
• Basic beliefs guide behavior
• Basic assumptions are unable to be values open for discussion

Layer of the Artifact

• What is observed in a new unfamiliar setting
• Visible product of group (architecture, clothing and communication)
• Climate of group (cultural level)
• Visible Behavior of people
• Organization processes that made routines.
• Structural elements of the organization

This helps to observe and very difficulties. Observers cannot reconstruct the information at that given point.

Middle Layer Belief And value

Tested beliefs solves well become transforming. Those who challenge will be thrown into value.

• Some values are untested but helped reducing uncertainty. These become assumptions for non discussion.
• Belief impacts behavior.
• Espoused theories happen through claim belief not experience. basic assumptions don't require debate are very difficult to change

Learning

double loop learning (or frame break) forces is to change the belief. This is difficult because its a form of anxiety mind want to have stability a lot of people will become defensive because the chair beliefs function smoothly. culture is misunderstood without fully understanding. Once you change the belief you can easier collaborate

Organizational change

how to do use frameworks for change this derives from experience. Popular changes used due to expert opinions Deliberate activities shift organization from state to future only 1 in 3 interventions actually happens. results take years to materialize nature can be 1 shot or multiphase family improvement and initiatives with mergers and restructure is help to move things forward.

Model

• Unfreezing ( vision can changes get the organization ready)
• Transition into changes (implement and adjusts into supportive systems)
• Refreeze ( integrate into the process ) lewins used 1.3 and 8 step Kotter and model

popular and prescriptive in nature. consisting of steps Limited empirical studies happened with no peer reviews.

Assessment steps

asses opportunities in good and safe spaces understand and make sense from threat and potential to avoid making decisions. select support and guiding coalition and to identify how to corresponds and influence good research leads to importance of goals that aligns. importance of channels of the brand and consulting . importance and rational belief to understand and have management of change. History has a positive impact that makes managers for change to have positive view in organization ability has an important understanding of a behaviour that is well supported. importance can be done by promoting for a knowledge and skill. this impacts the performance. metric have been a good management and this helps over time that serves a indicator.

time reduces stress and controls. helps sustain what is embedded.

• There are different approach to how one manage change for the well being and improvement of the workplace.
• employees will respond in positive and fair way to understand. good leadership helps transparency of the entire company.

Model

fair environment can lead to free of discrimination.

• good integration and recognition of people. The system to put person box is bad because its very limiting
• Stereotypes are culture related. and can be very negative impact if dont control this list helps a manager for climate better blame organization and structures create window dressing and this causes bad change management threaten to those who dont have the right cultural understanding. its about improving a top bottom learning. where each aspect are seen

a global change means the management is constantly changing for the current times. it needs to be a symbolic of diversity. the issue with changes is that one cultural could means different to the other. understanding of how things are culture and understanding needs to stand. ###Hoorcollege 6: Management Consulting

• Consulting is trying to make changes but you can't because there is no control over implementation ( Peter Block, 1981) It is service use to help other get the right consultation in a specific and objective manner. to help identify problems to provide the solutions Goals includes; help organizations to achieve their goals Solution to problems Exploiting new opportunities Changing to help them.

Consultation has human process, Applicable to parent friends and therapist instead of consultants Consultants makes decisions base the key things to have and be examinable training to be helper is needed

Approach

Systematic is needed Immediate help Who has target To help stakeholders Advising group is limited. Its not very visibile to be understandable Essential skill of trainer to observation Not helpful until you can understand the group Conditions for doctor don't meet Full understanding is needed Client can communicate the client is able to know and define them a professional can provide but without understand. This leads to problems and need to be carefully address lack of a sickness has needed information with needs of goals client in able to achieve the goals in time.

• Joint
• Help find the best questions to help client. needs time to be successful

working will help with problem solving capacity and help with diagnose

• problem always means. have a right way in time to do it Asking questions and find a solution. need questions need information help shift change. "what do you do" ask instead of advise

Don't be over powering or over staying

• be professional when the timin right
• many people has a role in what to
• what do clients needs clients have a limit consultan is the higher level

Critique of Consultants

-Consultants makes help organizations share knowledge but are always met with criticisms. while they shape businesses and ethics people question there power.

• There can be Rationalizers that always cuts
• That are money wasters that give legitimacy.
• ideas lack substance as a way to sound cool Accountability that can often be parasitic. That may cause job loss and downsizing.

Many may just push for western Style idea And they don't offer what companies will be really. There are ethics Most believe there is a need to have the idea to be real Consultants provides good expertise , its unethical as they treat workers as robot

• Top down learning to political end goal