Leadership & Motivation PDF

Leadership & Motivation HROB 711 – Lecture 3 Dr. Menatallah Darrag LeadershipQualities Chapter 3 2 Introduction Leaders possess ten qualities to an exceptional degree, that qualifies them to be leaders and influence the leadership process....

Leadership & Motivation HROB 711 – Lecture 3 Dr. Menatallah Darrag LeadershipQualities Chapter 3 2 Introduction Leaders possess ten qualities to an exceptional degree, that qualifies them to be leaders and influence the leadership process. – Vision – Self-Confidence – Ability – Persistence – Enthusiasm – Vitality – Stability – Charisma – Concern for Others – Integrity TREY 3 research Leadership Qualities: 6. Self-Confidence Gives the leader inner strength to overcome difficult tasks Leader lacking self-confidence > people disobey authority Leaders should stay calm and confident during intense situations Grace under pressure inspires others Confidence comes from hours and days of preparation and dedication If you start yelling or showing anxiety, this gives an impression of insecurity Questions to ask: What is my self-confidence level? Do I show confidence in my actions? Have I done the homework and preparations to build self-confidence? TREY 4 research Leadership Qualities: 7. Persistence Persistence is about the drive and determination to stick with difficult tasks until they are completed. Drive and determination are important on all life fronts (personal life, business life and lives of nations) Machiavelli acknowledged that nothing is harder and crucial to success rather than to take the lead in “the introduction of a new order of things”. Leaders have to believe, be persistent and struggle to overcome life’s obstacles. Questions to ask: Do I have self-drive and the unflagging persistence to overcome adversity? E.g. Winston Churchill rallied his people. He did not give in and he did not give up and led his nation and allies to win WWII. TREY 5 research Leadership Qualities: 8. Vitality Even if the spirit is willing, strength and stamina are needed to fulfill the tasks of leadership. Effective leaders are electric, vigorous, active, and full of life, regardless of age or disability To achieve goals, leaders need stamina, energy, health, and vigor (physical strength and good health) At all ages and conditions, leaders require tremendous energy and stamina to achieve success (e.g. Helen Keller (blind) , Ayatollah Khomeini (above 70)). A caring leader must have good health and vigor to pursue his/her goals. Physical checkups and physical fitness are common-sense acts. Questions to ask: Am I fit for the tasks of leadership? Do I have energy? Am I doing everything I can to keep strong? TREY 6 research Leadership Qualities: 9. Charisma A special personal quality that generates others’ interests and creates followers Charismatic leaders show optimism, a sense of adventure, and commitment to their respective causes Napoleon identified great leaders to be optimists and merchants of hope. These traits unleash the potential of their followers and brings forth their energies. This results in admiration, enthusiasm, and loyalty of followers Questions to ask: Do I possess a positive outlook and commitment that promotes follower loyalty and performance to new levels? TREY 7 research Leadership Qualities: 10. Integrity It is the most important quality of leadership It resonates to honesty, strength of character, and courage It’s the basic quality needed to create and foster trust in the leader-follower equation. By turn, Trust leads to respect, loyalty, and action Questions to ask: Do my people trust me? Do they know that I seek the truth and am true to my word? Do they see that I possess strength of character? TREY 8 research Leadership Qualities The Dark Side Barbara Kellman: Derailed leaders are smart, ambitious and Dimensions/Behaviors of Ineffective have good technical expertise, but usually Leaders are not deemed as successful leaders Barbara Kellerman believed valuable insights Morgan McCall & Michael Lombardo: could be gained by examining the qualities of dimensions/behaviors of Derailed Leaders poor leaders. She concluded they are characterized by: – Bully : intimidating & abrasive – Cold, aloof, arrogant – Incompetence – Betray personal trust – Rigidity – Self centered – Lack of self control – Problems in performance – Callousness (i.e. insensitive/inconsiderate) – Over-manage, unable to delegate or build – Corruption a team – Cruelty TREY 9 research  Derailment patterns Derailed leaders exhibit one or more behavioral patterns not evident in leaders who succeed  Failure to meet performance objectives  Inability to build and lead a team  Inability to build positive relations with co-workers  Inability to adapt to changing bosses, followers, and situations  Inadequate preparation for promotion TREY10 research  Negative Behaviors of Leaders, 1 Not all leaders are “merchants of hope” – some are not interested in doing good or doing good work. There is a dark triad of negative traits that can lead to toxic leadership, corrupting workers and organizations: Narcissism Machiavellianism Psychopathy The dark triad is a psychological theory of personality, first published by Paulhus and Williams in 2002. It identifies three offensive personality traits, where each of them is dark and relates to malevolent qualities. Having any of these qualities is associated with a callous–manipulative interpersonal style. TREY 11 research  Negative Behaviors of Leaders, 2 Narcissism is a, a feeling of self-centered perspective superiority and an obsession with personal power and glory. Narcissism is characterized by grandiosity, pride, egotism, and a lack of empathy. Narcissism is a particularly destructive leadership quality with three telltale signs:  Boasting about how great they are  Seek to be the stars of the show, putting their need for attention before the well-being of others  Blame others for their failures, refusing to apologize even when their mistakes are obvious TREY12 research  Negative Behaviors of Leaders, 3 Machiavellianism is characterized by manipulation and exploitation of others, an absence of morality, unemotional callousness, and a higher level of self-interest. Machiavellianism puts self-interest over moral behavior Machiavellian leaders are willing to manipulate others to accommodate their own self-interest and have a cynical view of human nature To cope with such leaders, followers need to: Keep track of behaviors Learn emotional regulation Engage in self-care Seek professional help Set clear boundaries & Avoid sharing personal details TREY13 research  Negative Behaviors of Leaders, 4 Psychopathy is characterized by continuous antisocial behavior, impulsivity, selfishness, callous and unemotional traits ,and remorselessness. Leaders who showcase traits of psychopathology can have impulsive behavior, a lack of remorse, or guilt related to their actions TREY14 research Self Leadership Self leadership teaches you how to be led by your True Self. You are being led by your True Self when you are: - Calm - Courageous - Confident - Compassionate - Curious - Clear - Connected - Creative These characteristics of True Self stem from a set of core beliefs about self, universe and Creator and embody sound emotions. Observing and regulating your thoughts and emotions are key in the process of building self leadership. When you are self-led internally, it becomes no problem to lead others. If you lack self leadership internally, leading others becomes difficult and ridden with contradictions and misalignment. TREY 15 research  Instructions: Please indicate how much you agree with each of the following statements on a scale of 1-5, where 1 (strongly disagree) to 5 (strongly agree). 1. It’s not wise to tell your secrets. 2. I like to use clever manipulation to get my way. 3. Whatever it takes, you must get the important people on your side. 4. Avoid direct conflict with others because they may be useful in the future. 5. It’s wise to keep track of information that you can use against people later. 6. You should wait for the right time to get back at people. 7. There are things you should hide from other people to preserve your reputation. 8. Make sure your plans benefit yourself, not others. 9. Most people can be manipulated. Add a footer Source: Jones, D.N. & Paulhaus, D. L. (2014). Introducing the Short Dark Triad (SD3): A Brief Measure of Dark Personality Traits. Assessment, 21(1) 28–41 TREY 16 research  Instructions: Please indicate how much you agree with each of the following statements on a scale of 1-5, where 1 (strongly disagree) to 5 (strongly agree). 1. I like to get revenge on authorities. 2. I avoid dangerous situations. 3. Payback needs to be quick and nasty. 4. People often say I’m out of control. 5. It’s true that I can be mean to others. 6. People who mess with me always regret it. 7. I have never gotten into trouble with the law. 8. I’ll say anything to get what I want. Add a footer Source: Jones, D.N. & Paulhaus, D. L. (2014). Introducing the Short Dark Triad (SD3): A Brief Measure of Dark Personality Traits. Assessment, 21(1) 28–41 TREY 17 research  Instructions: Please indicate how much you agree with each of the following statements on a scale of 1-5, where 1 (strongly disagree) to 5 (strongly agree). 1. People see me as a natural leader. 2. I hate being the center of attention. 3. Many group activities tend to be dull without me. 4. I know that I am special because everyone keeps telling me so. 5. I like to get acquainted with important people. 6. I feel embarrassed if someone compliments me. 7. I have been compared to famous people. 8. I am an average person. 9. I insist on getting the respect I deserve. Add a footer Source: Jones, D.N. & Paulhaus, D. L. (2014). Introducing the Short Dark Triad (SD3): A Brief Measure of Dark Personality Traits. Assessment, 21(1) 28–41 TREY 18 research  Instructions: Please indicate how much you agree with each of the following statements on a scale of 1-5, where 1 (strongly disagree) to 5 (strongly agree). Machiavellianism Psychopathy Narcissism 1. It’s not wise to tell your secrets. 1. I like to get revenge on authorities. 1. People see me as a natural leader. 2. I like to use clever manipulation to get my 2. I avoid dangerous situations. (R) 2. I hate being the center of attention. (R) way. 3. Payback needs to be quick and nasty. 3. Many group activities tend to be dull 3. Whatever it takes, you must get the 4. People often say I’m out of control. without me. important people on your side. 4. I know that I am special because 5. It’s true that I can be mean to others. everyone keeps 4. Avoid direct conflict with others because 6. People who mess with me always they may be useful in the future. regret it. telling me so. 5. It’s wise to keep track of information that 7. I have never gotten into trouble with 5. I like to get acquainted with important you can use against people later. the law. (R) people. 8. I’ll say anything to get what I want. 6. I feel embarrassed if someone 6. You should wait for the right time to get compliments me. (R) back at people. 7. I have been compared to famous 7. There are things you should hide from people. other people to preserve your reputation. 8. I am an average person. (R) 8. Make sure your plans benefit yourself, not 9. I insist on getting the respect I deserve. others. 9. Most people can be manipulated. After recoding the reversals (indicated with “R”), each subscale is calculated by averaging the items. Add a footer Source: Jones, D.N. & Paulhaus, D. L. (2014). Introducing the Short Dark Triad (SD3): A Brief Measure of Dark Personality Traits. Assessment, 21(1) 28–41 TREY 19 research Characteristics of Followers &Situational Factors Chapters 4 & 5 20  Characteristics of Followers People who respect authority figures and Characteristics of followers that influence have a trusting nature are led more easily the leadership process are respect for than people who disregard authorities and authority and interpersonal trust are suspicious of others Decline of trust in leaders Reasons employees withhold trust and are self-guarded: 1. Breakdown of the traditional family structure 2. Decline of social structures such as schools, mosques/churches 3. Lack of shared values and sense of community (i.e. focusing on individual advantage & being self-absorbed) 4. Leaders’ cases (highly visible ones) put on display who put their own self interests over public good TREY 21 research Characteristics of Followers Attitudes toward authority are changing in all societies, requiring adjustment to expectations and ideas of new followers’ generations. – Past leaders: Ruled with a strong arm of authority (i.e. a taskmaster) Forced employees to obey Fired or punished employees – Employees developed defenses Organized unions (to represent collective interests of workers/employees) Created legislation (to protect workers from arbitrary firing or mistreatment) Passive aggressive defenses when feeling oppressed (e.g. slowing down production; producing poor quality work; being uncooperative) TREY22 research Characteristics of Followers That is why today’s effective leaders avoid using power tactics of the past Threatening employees is counterproductive A general decline in trust towards leadership is evident in American society The focus on individual advantage, the decline of social structures and sense of community, and the high visibility of influential leaders putting their self-interest first are all important factors that accelerate this decline Leaders today: Motivate employees Function as facilitators and teachers, as opposed to enforcers and discipliners Seek to build, earn and protect Trust (that should not be demanded) Seek to build, earn and protect Respect (that should not be demanded) TREY23 research Characteristics of Followers Stuart Levine and Michael Crom identified Principles of trust for effective leadership: Importance of Trust 1. Deal openly with everyone (no hidden agenda – leading to 2-way lack of trust) 2. Consider all points of view (see situations from others’ perspectives) 3. Keep promises (never say you will do one thing then do another & even if you don’t keep your promise explain why you had to break your words) 4. Give responsibility (explain your expectations and let them use talent to achieve) 5. Listen to understand (asking what is happening rather than blaming) 6. Care about people (they must know you care, then they will be honest, loyal and you will meet your expectations) TREY24 research  Interpersonal Trust Scale Scores show the tendency to trust others InterpersonalTrustScale High score More trust Susceptibility to suggestion Low score Less trust Tendency to manipulate TREY r e s e a25 rch  Situational Factors Many situational factors influence the leadership process: Size of the organization Social and psychological climate Type, place, and purpose of work performed Patterns of employment (full and part time employees; independent workers and contractors forming alliances with the organization; teleworking, flextime and virtual offices and companies) TREY 26 research  Size of the Organization An organization’s size demands certain types of leadership skills Leaders of small organizations: Salespeople and production managers Chief advocate Organize, assign, coach, evaluate Leaders of large organizations: Focus on public image and investment plans Think in terms of the community and marketplace TREY 27 research  Social and Psychological Climate Factors that influence: Confusion Anxiety Despair Pre-WWII Germany Great depression Unemployed people Lack of educational factor Circumstances were ripe for leadership TREY 28 research  Type, Place, and Purpose ofWork The type of work is an important factor Work duties are clear-cut, routine or monotonous: Non-directive, supportive approach Work duties loosely defined: Directive, task oriented approach Context of place and purpose is also a factor Where is the setting? Is the location a farm or a factory? What is the challenge? Is the purpose production or sales? What’s the nature of the tasks at hand? https://www.weforum.org/agenda/2021/01/hybrid-working-golden-age-of-the-worker/ TREY 29 research  Different Kinds of Intelligence Fluid Intelligence: Crystallized Intelligence: Involves mental flexibility, as shown by Represents one’s lifetime of intellectual the ability to process information rapidly, attainments as in solving problems in new areas of endeavor Shown by vocabulary, accumulated facts about the world, and ability to solve problems Includes reasoning, creative thinking, within one’s area of expertise and memory Includes comprehension of information and Fluid intelligence begins to decrease as the ability to communicate in oral and written we age, especially after the mid-eighties forms Although intelligence is related to leadership effectiveness, different Crystallized intelligence can increase over time. situations require different kinds of intelligence. People draw upon fluid intelligence when faced with novel situations or when usual solutions fail. TREY30 research  Styles of Leading, 1 Leader-follower compatibility is based on leadership style Leadership styles: Directive Participative Free-rein Continuum of Leadership Styles TREY 31 research Emphasis in the Use of Power TREY 32 research  Styles of Leading, 2 People develop preferred styles by modeling others, going through formal training, and learning from personal experience An individual prefers the same style of leading and following There is no universal best style of leading. Leaders have been successful along all points of the continuum Leaders must shift styles to meet the needs of different employees and different situations TREY 33 research  Styles of Leading, 3 If leading and following styles conflict, patience and communication are needed in: Decision making Directive leaders may be upset by free-rein followers on challenging decisions and behaving independently Goal setting Directive followers may be upset by free-rein leaders who provide few details on how to do a job Communication Participative followers are upset by leaders who fail to have staff meetings, ignore the open-door policy, and show little concern for others’ feelings TREY34 research Table 3.1:The Changing Character of Work Culture and Changing Focus of Effective Leadership TREY35 research  Leadership EffectivenessToday Because there is no universal formula for success, An Effective leader must be both: leadership is  Director and motivator More of an art rather than a science  Implementer and innovator  Mentor and team builder More of a skill rather than knowledge  Expert and moral force And above all, it is difficult  Organizer and developer of people “[A leader must have] the ability to get [people] to do what they don’t want to do and like it.” – Harry Truman TREY36 research  Leadership Demands and Duties Traditional Duties New Demands Give orders Empower people Implement plans Generate ideas Manage individuals Coach teams Do things right Do the right things Organize work Develop people TREY 37 research What type of Follower are you? Directions: Answer the following questions, keeping in mind what you have done, or think you would do, in the situations described. Statements Yes No 1. When assigned a task, do you like to have the details spelled out ___ ___ thoroughly? 2. Do you think that most supervisors are bossier than they need to ___ ___ be? 3. Would you say that personal initiative is one of your stronger ___ ___ points? 4. Do you feel that a supervisor should avoid getting personally involved with subordinates? ___ ___ TREY38 research What type of Follower are you? Directions: Answer the following questions, keeping in mind what you have done, or think you would do, in the situations described. Statements Yes No 5. In general, would you prefer working with others, as opposed to ___ ___ working alone? 6. Do you tend to prefer the pleasures of solitude (reading, writing, ___ ___ thinking) more than the pleasures of being with others (parties, get- togethers, etc.)? 7. Do you tend to be loyal toward those who supervise you? ___ ___ 8. Do you often lend a helping hand to others in your work group? ___ ___ TREY39 research What type of Follower are you? Directions: Answer the following questions, keeping in mind what you have done, or think you would do, in the situations described. Statements Yes No 9. When you work on a project, do you prefer using your own ideas, ___ ___ as opposed to your supervisor’s ideas to solve problems? 10. Would you prefer a supervisor who is knowledgeable over one ___ ___ who comes to you to solve problems? 11. Do you feel it is appropriate for a supervisor to be friendlier with ___ ___ some employees than with others? 12. Would you prefer assuming full responsibility for the outcome of your work, rather than sharing the responsibility with others? ___ ___ TREY40 research What type of Follower are you? Directions: Answer the following questions, keeping in mind what you have done, or think you would do, in the situations described. Statements Yes No 13. Do you think that having men and women in the same work group ___ ___ creates more problems than having all men or all women? 14. Do you think a supervisor should discuss new procedures with employees ___ ___ before implementing them? 15. Do you insist upon doing what you, yourself, feel is right or important? ___ ___ 16. Would you agree that a supervisor who could not keep your loyalty should not be supervisor? ___ ___ 17. Would you be upset with a supervisor who fails to have regular staff meetings? ___ ___ 18. Do rules and prescribed guidelines inhibit your creativity? ___ ___ TREY41 research What type of Follower are you? Directions: Answer the following questions, keeping in mind what you have done, or think you would do, in the situations described. SCORING On the scoring matrix below, place a check mark () next to each question you answered Yes. Add up the checks for each column and put the totals in the appropriate spaces. Scoring Matrix 1. ___ 2. ___ 3. ___ 4. ___ 5. ___ 6. ___ 7. ___ 8. ___ 9. ___ 10.___ 11. ___ 12. ___ 13.___ 14. ___ 15. ___ 16.___ 17. ___ 18. ___ Source: Naomi Miller, Northern Kentucky University, 1981; based on Auren Uris, “Techniques of Leading—Techniques of Following,” in Techniques of Leadership (New York: McGraw-Hill, Inc., 1953), 49-52, 78-89. TREY42 research What type of Follower are you? Directions: Answer the following questions, keeping in mind what you have done, or think you would do, in the situations described. SCORING On the scoring matrix below, place a check mark () next to each question you answered Yes. Add up the checks for each column and put the totals in the appropriate spaces. Scoring Matrix Directive Total_____ Participative total _____ Free-rein total _____ 1. ___ 2. ___ 3. ___ 4. ___ 5. ___ 6. ___ 7. ___ 8. ___ 9. ___ 10.___ 11. ___ 12. ___ 13.___ 14. ___ 15. ___ 16.___ 17. ___ 18. ___ Source: Naomi Miller, Northern Kentucky University, 1981; based on Auren Uris, “Techniques of Leading—Techniques of Following,” in Techniques of Leadership (New York: McGraw-Hill, Inc., 1953), 49-52, 78-89. TREY43 research HBR Reading Ask yourself this: Why would anyone want to be led by you? TREY44 research ThankYou TREY 45 research  Scenario You are the leader of a warehouse. You report to the vice president of the organization. When you arrive at the plant first thing in the morning, you hold a team meeting with your followers, during which time you function as the leader. At the conclusion of that meeting, you are notified that you are needed for a meeting with the vice president. In that meeting, the vice president is the leader, and you are the follower. During the meeting, an urgent problem arises with the warehouse. You excuse yourself from the vice president’s office and quickly make your way to the production floor. A broken piece of machinery has completely halted the safe storage of new inventory. However, you do not possess the expertise to diagnose the best method for repairing the machine so that work can resume. One of your engineers, a follower, has a good idea for how the problem could be resolved. What happens next? , others may question your leadership abilities. A. You make it clear to the employees (followers) that you are in charge, because if you don’t others will question your leadership. B. You tell the other employees (followers) that you will take the matter to the executives for their decision on how to solve the problem. C. After you hear the engineer’s idea, you tell the other employees (followers) that this engineer has the solution to the problem and that they should assist the engineer in any way needed. Add a footer Sage Business Skills, 2024 TREY46 research  A. You make it clear to the employees (followers) that you are in charge, because if you don’t others will question your leadership skills. Feedback: Focusing on yourself at the expense of solving the problem on the production floor is self- serving, and your followers are likely to recognize that in your handling of the matter. B. You tell the other employees (followers) that you will take the matter to the executives for their decision on how to solve the problem. Feedback: Ignoring the fact that the solution is readily available with your followers could be demotivating to them. When future problems arise, they will likely see no point in offering innovative solutions because they may not feel that they have been heard. C. After you hear the engineer’s idea, you tell the other employees (followers) that this engineer has the solution to the problem and that they should assist the engineer in any way needed. Feedback: In a sense, you transfer the leader role to the engineer and become a follower while the situation is being remedied. After the situation is remedied, the roles revert to their previous status: you resume leading, and the engineer on the production floor resumes following. This fluid exchange of the leader and follower roles, as described in option 3, can happen many times during each day. This fluidity does not mean that one’s title (or rank) changes but rather that roles change, even temporarily. The organizational chart does not change from moment to moment, but rather the functions of those on the chart transition between leading and following in an ongoing process. Add a footer Sage Business Skills, 2024 TREY47 research