Leadership and Management 2 PDF

LEADERSHIP/MANAGERIAL LEADERSHIP ADM4525/MBA 6521 Patrick Bruning DEFINING LEADERSHIP (YUKL, 2012; 2006) Elements of a comprehensive leadership perspective: Specialized role and/or a shared influence process. Type and purpose of influenc...

LEADERSHIP/MANAGERIAL LEADERSHIP ADM4525/MBA 6521 Patrick Bruning DEFINING LEADERSHIP (YUKL, 2012; 2006) Elements of a comprehensive leadership perspective: Specialized role and/or a shared influence process. Type and purpose of influence process Involves both reason and emotions Direct and/or indirect Formal (i.e., management) and/or informal (leadership) Manage Tositiifies They have inference Key elements of a definition of leadership: 4h14 It is a process of influencing change It involves the use of influence It involves facilitation Helpingrather thanTELLING It involves altering goals It involves creating agreement Troup works together and on the movement agree BE SAMEPAGE DEFINITION OF LEADERSHIP “Leadership is the process of influencing others to understand and agree about what needs to be done and how to do it, and the process of facilitating individual and collective efforts to accomplish shared objectives.” (Yukl, 2006, p. 8) GENERALIZED LEADERSHIP OUTCOMES Outcome and Process Categories: Performance and behaviors (individual/group) Follower attitudes and perceptions Follower reactions/well-being Follower development Personal career success/development Contribution to individual/group process DISCUSSION: CRITICAL LEADERSHIP ISSUES This Slide Not on the Test Critical Leadership Issues (Primer question) What are contemporary leadership issues that are relevant and important for today’s leaders to be able to resolve? Please discuss this question with the people around you, write the issue down, and consider more than one issue if you have time. What are contemporary leadership issues that are relevant and important for today's leaders to be able to resolve Communication Empathy APPROACHES TO LEADERSHIP PROCESSES AND HOW LEADERSHIP RELATES TO OTHER WORK CONCEPTS GENERALIZED LEADERSHIP PROCESSES Situational Variables Leader Follower Leader Influence Objective Traits/ Attitudes/ Behavior Processes Outcomes Skills Behavior *Adapted from Yukl, 2012. LEADERSHIP CONCEPTUAL MODELS Structure Questions (Definition/Differentiation/Dimensional Structure) Topic 1 s Topic 2 TYPESLEADERS Multi p EhP dimensional ynyy.to Dimension A Dimension B Dimension C LAISSEZFAIRE TRANSACTIONAL TRANSFORMATIONA Concerned about what a construct is (e.g., type of leadership) and what if any are its more specific components. A construct is considered uni-(one)-dimensional if there is only one instance of the construct (e.g., general task-oriented behaviors). In the diagram above, Topic 1 would be considered unidimensional. A construct is considered multidimensional when there are more then one instance or dimension (e.g., different types of task-oriented behaviors: organizing work activities, planning, assigning work, clarifying results, explaining priorities). Topic 2 is multidimensional. Some research questions seek to understand the dimensional structure of a construct (e.g., descriptive research conducted on the taxonomies of leader behavior). LEADERSHIP CONCEPTUAL MODELS Function Questions (Causal and correlational relationships/processes) O Causal/Correlational Relationship: Consider issues of causation where an input (e.g., leadership) relates to an outcome (e.g., performance). O Causal/Correlational Process: These questions can include processes (e.g., employee reactions) that explain how or why the input causes the outcome. O Dynamic Causal/Correlational Process: These questions can also involve a “feedback loop” where an outcome (e.g., performance) influences subsequent inputs (e.g., leadership) and processes (e.g., employee reactions). BASIC CAUSATION Try assess Causal/Correlational Relationship Retry Leadership Performance WHY HOWTHTCAUSATION Causal/Correlational Process Mechanism Mediator Leadership Employee Reaction Performance Dynamic Causal/Correlational Process Leadership Employee Reaction Performance LEADERSHIP CONCEPTUAL MODELS Integrated Questions (i.e., Structure and Function) Leadership Multidimensional Process Model Dimension A Employee Reaction A Dimension B Performance Dimension C Employee Reaction B Multidimensional Process Model: These types of questions tend to involve asking both structural and functional questions. They ask about the structure of at least one set of constructs (e.g., leadership and employee reactions) and also ask about correlation/causation. Multidimensional structures can be used for inputs (e.g., leadership), processes (e.g., employee reactions), and outcomes (e.g., performance: considered a unidimensional construct in the example above). These models often include discussions of processes (e.g., employee reactions) to help explain why the different dimensions of a construct influence another. An example of a general question representing a multidimensional process model might be: What are the different types of constructive and destructive leadership and how do they influence performance? LEADERSHIP CONCEPTUAL MODELS Integrated Questions (i.e., Structure and Function) A specific type of process model is a comparative process model that seeks to compare the value or utility of two or more inputs (e.g., task-oriented and relationship-oriented leadership behaviors) on an outcome. The justification for these models are often made by demonstrating that each of the inputs (e.g., Leadership type A and Leadership type B) influence the outcome through a different processes or mechanisms (e.g., employee reaction A and employee reaction B). These models can use multiple inputs, processes, and even outcomes. The critical feature of them is that they seek to compare the influence of different inputs on outcomes. Compare Comparative Process Model toffproceses Leadership Type A Employee Reaction A Outcome Leadership Employee Reaction B Type B LEADERSHIP CONCEPTUAL MODELS Contingency Questions (i.e., Conditional relationships) Contingency models essentially argue that different elements of the context (e.g., employee autonomy) make the causal relationship between an input (e.g., leadership) and an outcome (e.g., performance) either stronger or weaker. These models explain when a causal effect is present or stronger (or weaker). A practical application of this model is that a contingency (moderator) such as autonomy will make leadership matter more or less in driving performance. If you have studied regression analyses consider that a contingency (moderator) will change the slope of the relationship in either a positive or negative direction. These questions can also involve processes (e.g., employee reactions) to explain the effects. Contingency Model How the environment changes the relationship Employee Autonomy of thetcome Leadership Performance Contingent Process Model Employee Autonomy Leadership Employee Reaction Performance LEVELS OF LEADERSHIP THEORY Individual-level: Considers processes occurring within the leader’s experience. E.g., Leader’s motivation to lead or stress-management processes. Relationship b w 2 people Leader Follower Dyadic-level: Considers processes occurring between the leader and one other person within a two-person (“dyadic”) relationship. E.g., Leader-member-exchange or leader-peer-exchange. Team leadership Leader Followers Group-level: Considers processes that involve leadership activities with aggregate groups of people. E.g., Team or shared leadership, or how a manager leads a group of followers. Organizational-level: A type of group leadership that considers processes that involve leadership interactions at strategic levels within social entities. E.g., CEO leadership, top management teams, leadership during strategic competition, change management. DISCUSSION: CRITICAL LEADERSHIP ISSUES This Slide Not on the Test Critical Leadership Issues What are contemporary leadership issues that are relevant and important for today’s leaders to be able to resolve? Given the contemporary leadership issues mentioned in the previous discussion, and the consideration of leadership processes, can you re- cast the contemporary leadership issue(s) you have come up with in a more specific way to address important processes and/or levels of theory? THE NATURE OF MANAGERIAL WORK NATURE OF MANAGERIAL WORK (YUKL, 2012) Work Patterns Alwaysputtingontfire Pace - Hectic and Unrelenting to one thing Content - Varied and Fragmented Fion Bouncing Reactive Interactions with Peers and Outsiders Decision-Making and Planning Emotions and Intuition Involved (i.e., not fully rational) Important Decisions are Disorderly and Political ON THE FLY Many Routine Decisions Frequently Made Repfead Planning is Informal and Adaptive HANGESEE MANAGERIAL ROLES (YUKL, 2012) Information Processing Roles E.g., Disseminator, Monitor, Spokesperson Decision-Making Roles E.g., Entrepreneur, Disturbance handler, Resource allocator, Negotiator Interpersonal Roles E.g., Liaison, Figurehead, Leader Role Conflict – Occurs when a leader has a few roles that do not fully align. MANAGERIAL WORK (YUKL, 2012) Core Components E.g., Demands, Constraints, Choices Internal Determinants E.g., Patterns of Relationships, Work Patterns, Exposure, Level of Management, Size of Organizational Unit External Determinants E.g., External Dependencies, Crisis Situations, Organizational Lifecycle and Change, Social Changes Affecting Managerial Work NATURE OF MANAGERIAL WORK Because of these challenges and variability, it becomes clear that managerial work is demanding and can be stressful. Therefore, we go back to the simple model presented in the introduction class to inform managerial decision-making. SOLVING MANAGERIAL PROBLEMS Straight-forward Application? Creative Problem Solving? This Slide Not on the Test Knowledge and Theory Difficult/Abstract Easy/Concrete Use theory to answer critical questions Challenging/Unclear Link theory to your personal reality Novel/Applied Apply knowledge to solve practical problems SOLVING MANAGERIAL PROBLEMS Straight-forward Application? Creative Problem Solving? This Slide Not on the Test Knowledge and Theory Difficult/Abstract Easy/Concrete Use theory to answer critical questions Challenging/Unclear Link theory to your personal reality Novel/Applied Apply knowledge to solve practical problems COPING WITH MANAGERIAL WORK Yukl (2012, p. 40) provides managerial guidelines for coping with leadership demands, which can fit into two broad types of coping: Problem-Solving: HOWTOSOLI Understand the reasons for demands and constraints Determine what you want to accomplish Identify important problems that can be solved Expand the range of choices Look for connections among problems Experiment with innovative solutions Take advantage of reactive activities Time-Management: Analyze how you use your time Plan daily/weekly activities Conquer procrastination Avoid unnecessary activities Make time for reflective planning  APPENDICES OF APPLIED GUIDELINES FOR MANAGERS STRESS-MANAGEMENT APPROACH (BRUNING ET AL., 2022, BUSINESS HORIZONS) This Slide Not on the Test STRESS-MANAGEMENT APPROACH (BRUNING ET AL., 2022, BUSINESS HORIZONS) This Slide Not on the Test STRESS-MANAGEMENT APPROACH (BRUNING ET AL., 2022, BUSINESS HORIZONS, P. 612) This Slide Not on the Test