1. Chapter 8/Influence Tactics of Leaders

2. Influence
The ability to affect the behavior of others in a particular direction, whereas power is the potential or capacity to influence.

3. Commitment, Compliance,
Leader Traits
Leader Power
Influence Outcome
Commitment, Compliance,
or resistance
Leader Behavior
Simple Requests
Influence Tactics
Role Modeling
Rewarding
Punishing
Instructing
End Results
Group success
or failure
Situational
Variables

4. Leader’s Influence Outcomes
A Leader’s influence behavior has a direct impact on how the target responds to the influence attempt.
Outcomes
Commitment - Indicates the highest degree of success.
Compliance - The influence attempt is partially successful.
Resistance - Is the unsuccessful attempt.

5. Description and Explanation of Influence Tactics
Is it Right?
Is it Fair?
Who gets hurt?
Would you be comfortable if the details of your decision or actions were made public in the media or through electronic mail?
What would you tell your child, sibling, or young relative to do?
How does it smell?

6. Essential Ethical and Honest Tactics
Leading by Example - acting as a positive role model
Rational Persuasion - Using logical arguments and factual evidence
Developing a Reputation as a Subject Matter Expert - Effective Strategy for gaining influence
Exchanging Favors and Bargaining - Exchanging favors to another person to achieve a work goal
Getting Network Members to Support Your Position - Networking is an important strategy for career management
Legitimating a Request - Make sure your influence attempt is within your authority

7. Essentially Ethical and Honest Tactics Cont..
Inspirational Appeal and Emotional Display - Leader is supposed to inspire others
Personal Magnetism - captivating, inspiring personality with charm and charismatic-like qualities
Consultation - Consulting with others is a leadership style and influence technique
Forming Coalitions - Specific arrangements of parties working together to combine their power
Team Play - Getting work accomplished by being a team player

8. Essentially Dishonest and Unethical Tactics
Deliberate Machiavellianism - Ruthlessly manipulates others
Gentle Manipulation of People and Situations - Bandwagon Technique
Undue Pressure - When rewards become bribes for compliance and threats become severe
Game Playing - Playing Games
Debasement - demeaning or insulting oneself to control behavior
Upward Appeal - Getting a person with more formal authority to do the influencing
Silent Treatment - SHHHHHHHHHHHHH!!!!!
Ingratiation - Getting somebody else to like you by manipulating them
Joking and Kidding - HA HA HA

9. Ethical Continuum Blatantly Unethical 1. Deliberate Machiavellianism
2. Gentle Manipulation of People and Situations
3. Undue Pressure
4. Game Playing
5. Debasement
6. Upward appeal
7. Silent treatment
8. Ingratiation
9. Joking and Kidding
Slightly Unethical

10. DEVELOPING TEAMWORK

11. Team Leadership vs. Solo Leadership
Plays unlimited role
Strives for conformity
Collects acolytes
Directs subordinates
Projects objectives
TEAM LEADER
Chooses to limit role
Builds diversity
Seeks talent
Develops colleagues
Creates mission

12. Group Work and Teamwork ADVANTAGES
More possibilities / ideas
Synergy
Avoid major errors
Continuous improvement and innovation
Enhances job satisfaction

13. Group Work and Teamwork DISADVANTAGES
Social Loafing
Groupthink
Unstable arrangement of authority
Can waste time

14. “…Teamwork in corporate America very often means get onboard, act like me, sound like me, don’t complain, be a good guy. That’s not teamwork. Real teamwork is that you do complain, you do speak up, you demand more from your partners.”
- James Dimon
CEO, Bank One

15. Leader’s Role on a Team Building trust and inspiring teamwork
Coaching team members towards higher levels of performance
Facilitating and supporting decisions
Expanding capabilities
Creating a team identity
Anticipating and influencing change

16. Fostering Teamwork Using Leader’s resources
Defining the team’s mission
Developing a norm of teamwork
Emphasizing pride in being outstanding
Serving as a model of teamwork

17. Fostering Teamwork Using Leader’s resources (cont.)
Consensus leadership style
Establishing urgency, providing direction
Encourage competition with another group
Encouraging the use of jargon
Soliciting Feedback
Minimizing Micromanagement

18. Fostering Teamwork Using Organization Structure or Policy
Designing physical structures that facilitate communication.
Emphasizing group recognition and rewards.
Initiating ritual and ceremony.
Practicing open-book management.

19. Outdoor Training / Team Development
Discover your strengths and weaknesses.
Test your limits.
Work together as a team.
Have fun.

20. es todo

21. Motivation and Coaching Skills
Chapter Ten
Motivation and Coaching Skills

22. Chapter 11 Motivation and Coaching Skills

23. Expectancy Theory Valence- the worth or attractiveness of an outcome.
Instrumentality- the probability assigned by the individual that will lead to certain outcomes.
Expectancy- probability that effort will lead to correct performance of the task.
Self-efficacy- confidence in your ability to carry out a specific task.

24. Leadership Skills and Behaviors
Determine what levels and kinds of performance are needed to achieve organizational goals.
Make the performance level attained by the individuals being motivated.
Train and encourage people.
Make the link between rewards and performance explicit.
Make sure the rewards are large enough.
Analyze what factors work in opposition to the effectiveness of the reward.
Explain the meaning and implications of second-level outcomes.
Understand individual differences in valences.

25. Goal Theory Specific goals lead to higher performance.
Performance improves in direct proportion to goal difficulty.
For goals to improve performance, the group member must accept them.
Goals are more effective when they are used to evaluate performance.
Goals should be linked to feedback and rewards.
Group goal setting is as important as individual goal setting.
Learning goal orientation improves performance.

26. Behavior Modification
Positive reinforcement- reward correct response.
Avoidance reinforcement- take away an uncomfortable consequence.
Punishment- presentation of an undesirable consequence.
Extinction- decreasing the frequency of undesirable behavior by removing the undesirable consequence.

27. Using Recognition to Motivate Others
Recognition and praise are considered a direct application of positive reinforcement.
Recognition programs to reward and motivate employees are a standard practice in business and nonprofit firms.
Craving recognition is a normal human need and most workers feel they do not receive enough of it.
But recognition is such a powerful motivator they feel it merits separate attention.
An example would be rewarding high-performing employees with a company logo’d item.
Discuss WOW program at hospital
3) Several studies have shown that employees welcome praise for a job well done as much as they welcome a regular paycheck.

28. Using Recognition to Motivate Others Continued
Identify a meritorious behavior and then recognize that behavior with an oral, written, or material reward.
An outstanding advantage of recognition, including praise, as a motivator is that it is no cost or low cost, yet powerful.
2 good examples are given in the book on page 281. They are:
2) A challenge in using recognition is not everyone responds well to the same form of recognition. Some examples to use are:
Compliments
Handshakes
Pat on back
Plaque
Encouragement for a job well done
Handwritten note of thanks

29. Coaching as a Leadership Philosophy
Coaching is a way of enabling others to act and to build on their strengths.
To coach is to care enough about people to invest time in building personal relationships with them.
A major purpose of coaching is to achieve enthusiasm and high performance in a team setting.
Effective leaders who deal directly with people are good coaches.
The person being coached trusts the leader’s judgment and experience and will listen to advice and suggestions.
The coach believes in the capacity of the group member to learn and profit from his or her advice.

30. Key Characteristics of Coaching
Coaching is a partnership for achieving results.
Coaching is a comprehensive and distinctive way of being linked to others in the organization.
Coaching might be explained as the “art of management.”
Coaching is a two-way process.
Coaching focuses on uncovering actions that enable people to contribute more fully and productively.
This is saying that because of the relationship between the employee and the coach the person being coached is better motivated to accomplish goals for the good of the organization.
Although most firms don’t see this and do not give attention to developing skills and qualities of effective coaches.
3) For example, leader/group member or director/actor. It has to have 2 participants.

31. Key Characteristics of Coaching Continued
Coaching requires a high degree of interpersonal risk and trust on the part of both people in the relationship.
Coaching generates new possibilities for action and facilitates breakthroughs in performance.
1) The coach could give bad advice or the employee could fail to utilize the advice and the bad outcome would be embarrassing for both parties.

32. Concrete Contributions of Coaching
Higher motivation.
Keeps up the spirit.
Administers praise and recognition frequently.
Leads to personal development.
Encourages group members to cross-train and serve as backups for each other.
Improves group performance.

33. Fallacies About Coaching
Coaching only applies in one-to-one work.
Coaching is mostly about providing new knowledge and skills.
If coaches go beyond giving instruction in knowledge and skills, they are in danger of getting into psychotherapy.
Coaches need to be expert in something in order to coach.
Coaching has to be done face-to-face.
These are some common misconceptions about coaching.
The team or group could all be coached.
Most people need help with underlying habits not with knowledge and skill.
This is more of an ethical issue.
An important role for the coach is to ask pertinent questions and listen. A football coach did not have to have been an outstanding athlete.
Telephone and can be used as well, especially when time and distance are barriers.

34. Coaching Skills and Techniques
Communicate clear expectations to group members.
Focus on specific areas that require improvement.
Listen actively.
Help remove obstacles.
Give emotional support.

35. Coaching Skills and Techniques Continued
Reflect content or meaning.
Give some gentle advice and guidance.
Allow for modeling of desired performance and behavior.
Gain a commitment to change.
Applaud good results.

36. Executive Coaching and Leadership Effectiveness
Counseling about weaknesses.
Helping the leader understand and process feedback.
Making suggestions about self-promotion and image enhancement.
Helping achieve balance in life.
Helping the leader uncover hidden assets.
Giving career advice.
An increasingly popular form of coaching is for managers to consult professional coaches to help them be more effective leaders and guide them in their careers.
These consultants are specialists who advise on personal improvement and behavioral change.
Some ways they do this is by:

37. Chapter 11 Creative Problem Solving and Leadership

38. Steps in the Creative Process
Step 1: Opportunity or problem recognition
Step 2: Immersion
Step 3: Incubation
Creativity: The production of novel and useful ideas.
Organizational Creativity: The creation of valuable/useful new product, service, idea or process by individuals working together in a complex social system.
STEP 1: A person discovers that a new opportunity exists/problem needs resolution (EX: Lack of office space–propose to work at home full/part-time.)
STEP 2: The individual concentrates on the problem and becomes immersed in it. (EX: Brainstorming, talking w/in & outside industry.)
STEP 3: The person keeps the assembled information in mind for a while. The subconcious is still engaged. The information is being arranged into meaningful new patterns. (EX: Set an issue aside, then suddenly come up with a great idea.)
STEP 4: The problem-conquering solution flashed into the person’s mind at an unexpected time. The “Aha! experience. Something clicks. (EX: Best ideas come while getting ready for work.)
STEP 5: The individual sets out to prove that the creative solution has merit. Verification includes gathering supporting evidence, logical persuasion, and experimenting with new ideas. Application requires tenacity b/c most novel ideas are first rejected as being impractical.
Much of a person’s creativity is woven into a their intellect & personality. Creativity varies among individuals. Creative people have peaks and valleys in their creativity.
Step 4: Insight
Step 5: Verification and application

39. Characteristics of Creative Leaders
Knowledge
Intellectual Abilities
Personality
Leader
Observes “there must be a better way”; mental flexibility. Overcome traditional way of looking at problems.
KNOWLEDGE: Creative problem solving requires broad background of information. Provides building blocks for generating/combining ideas.
PERSONALITY: Have a positive self-image w/out being blindly self-confident. Able to cope with criticism. Talks to others, but can tolerate the necessary isolation for developing ideas. Nonconformist, don’t need strong approval from group, persistent.
PASSION FOR THE TASK AND FLOW: Have a passion for the work, or a high degree of intrinsic motivation (this is part of emotional intelligence.) Intrinsic motivation principle of creativity: People will be at their creative best when they feel motivated primarily by the interest, satisfaction, and challenge of the work itself – and not be external pressures. Experience of flow: Total absorption in the work and intense concentration. “Being in the zone”.
SOCIAL HABITS & UPBRINGING: Enjoy interacting w/people & exchanging ideas. Majority of creative adults lacked a smooth and predictable environment during childhood. B=f(P x E) Behavior is a function of a person interacting with the environment.
INTELLECTUAL ABILITIES: Tend to be bright, but don’t require extraordinarily high intelligence. However, usually have to be highly intelligent to be hired into a creative position. Maintain a youthful curiosity throughout their lives. Enthusiastic about puzzling problems. Open and responsive to others’ feelings & emotions. Able to expand the number of alternatives to a problem, but knows when it’s time to narrow down & choose optimal solution.
Social Habits & Upbringing
Passion for the Task and Flow

40. Overcoming Traditional Thinking as a Creativity Strategy
Think outside the box
Don’t “harden the categories”
Develop new paradigms
Overcome traditional mental sets
Overcome traditional wisdom
Engage in lateral and vertical thinking
Harden the categories: Thinking of things in the “traditional” way. EXAMPLE: “The receptionist has ALWAYS been the person to answer the phone.”
Paradigm: A model or framework.
CRITICAL THINKING (VERTICAL): Begin with one problem, numerous data, work way up to one solution.
CRITICAL THINKING (LATERAL): Brainstorming for numerous possible solutions.

41. Organizational Methods to Enhance Creativity
Establishing Idea Quotas
Brainstorming
Pet-Peeve Technique
Forced-Association Technique
Excursion Method
Equipping a Kitchen For The Mind

42. Self-Help Techniques To Enhance Creative Problem Solving
Practicing Creativity-Enhancing Exercises
Staying Alert To Opportunities
Using Multiple Senses When Seeking Solutions
Maintaining An Enthusiastic Attitude

43. Self-Help Techniques To Enhance Creative Problem Solving
Speaking to Lead Users
Having People Play “Business Jeopardy”
Maintaining and Using and Idea Notebook or Computer File
Playing The Roles Of Explorer, Artist, Judge, and Lawyer

44. Establishing A Climate For Creative Thinking

45. Leadership & Managerial Practices For Creativity
Intellectual Challenge
Freedom To Choose The Method
Supplying The Right Resources
Effective Design Of Work Groups
Supervisory Encouragement
Organizational Support

46. Methods For Managing Creative Workers
Give Creative People Tools and Resources That Allow Their Work To Stand Out.
Give Creative People Flexibility And A Minimum Amount Of Structure.
Employ Creative People To Manage And Evaluate Creative Workers.

47. Communication and Conflict Resolution Skills
Chapter Twelve
Communication and Conflict Resolution Skills

49. Communication and Leadership
Effective leaders are also effective communicators
To be effective, the leader must synchronize verbal and nonverbal behavior
Technology has had a meaningful impact on leaders’ communication and coordination

50. Inspirational Speaking and Writing
Be credible
Gear your message to the listener
Sell group members on the benefits of your suggestions
Use heavy-impact and emotion-provoking words

51. Inspirational Speaking and Writing (cont’d)
Use anecdotes and metaphors to communicate meaning
Back up conclusions with data (to a point)
Minimize language errors, junk words, and vocalized pauses
Write crisp, clear memos, letters, and reports, including a front-loaded message
Use a power-oriented linguistic style

52. Principles of Persuasion
Liking: People like those who like them
Reciprocity: People repay in kind
Social proof: People follow the lead of similar others

53. Principles of Persuasion (cont’d)
Consistency: People align with their clear commitments
Authority: People defer to experts
Scarcity: People want more of what they can have less of

54. Principles of Supportive Communication
Problem oriented, not person oriented
Descriptive, not evaluative
Based on congruence, not incongruence
Focused on validating, rather than invalidating, people
Specific, not global

55. Principles of Supportive Communication (cont’d)
Conjunctive, not disjunctive
Owned, not disowned
Requires listening as well as sending messages

56. Overcoming and Preventing Communication Barriers
Be sensitive to the fact that cross-cultural communication barriers exist
Challenge your cultural assumptions
Show respect for all workers
Use straightforward language, and speak slowly and clearly

57. Overcoming and Preventing Communication Barriers (cont’d)
Look for signs of misunderstanding when your language is not the listener’s native language
When the situation is appropriate, speak the language of the people from another culture
Observe cross-cultural differences in etiquette

58. Overcoming and Preventing Communication Barriers (cont’d)
Do not be diverted by style, accent, grammar, or personal appearance
Avoid racial or ethnic identification except when it is essential to communication
Be sensitive to differences in nonverbal communication
Be attentive to individual differences in appearance

59. Figure 12-1 Conflict-Handling Styles According to the Degree of Cooperation and Assertiveness

60. Conflict Management Styles
The competitive style is a desire to win one’s own concerns at the expense of the other party, or to dominate
The accommodative style favors appeasement, or satisfying the other’s concerns without taking care of one’s own
The sharing style is halfway between domination and appeasement

61. Conflict Management Styles (cont’d)
The collaborative style reflects a desire to fully satisfy the desires of both parties
The avoidant style combines unassertiveness and a lack of cooperation

62. Negotiating and Bargaining
Conflicts can be considered situations calling for negotiating and bargaining, or conferring with another person in order to resolve a problem
Two approaches to negotiation:
Distributive bargaining
Integrative bargaining

63. Negotiation Techniques
Begin with a plausible demand or offer
Focus on interests, not position
Search for the value in differences between the two sides
Be sensitive to international differences in negotiating style

65. Summary Effective leaders are effective communicators
Leaders may develop inspirational and powerful speaking and writing by following a set of suggestions
A power-oriented linguistic style is one way to communicate with inspiration and power

66. Summary (cont’d)
Leaders can improve their communication by following the six principles of persuasion
Skill can also be developed in using nonverbal communication
Supportive communication leads to effective leadership by enhancing communication between two people

67. Summary (cont’d)
Overcoming cross-cultural communication barriers is another leadership challenge
Leaders must also be skilled in conflict management and negotiations

68. Strategic Leadership and Knowledge Management
Chapter Thirteen
Strategic Leadership and Knowledge Management

69. The Nature of Strategic Leadership
Strategic leadership is the process of providing the direction and inspiration necessary to create or sustain an organization

70. SWOT Analysis
Represents an effort to examine the interaction between the particular characteristics of an organization or organizational unit and the external environment

71. Examples of SWOT Elements
Strengths: Favorable location, talented workers, state-of-the-art equipment
Weaknesses: Unfavorable location, outdated equipment, limited capital
Opportunities: Culturally diverse customer base, changes in technology, deregulation
Threats: Ecommerce, declining market, new competitors

72. Business Strategy Levels
Corporate-level strategy asks, “What business are we in?”
Business-level strategy asks, “How do we compete?”
Functional-level strategy asks, “How do we support the business-level strategy?”

73. Sample Strategies Differentiation Cost leadership Focus High quality
Imitation
Strategic alliances
Growth through acquisition

75. Sample Strategies (cont’d)
High speed and first-mover strategy
Product and global diversification
Sticking to core competencies
Brand leadership
Creating demand by solving problems
Conducting business on the Internet
Peoplepalooza (competitive advantage through hiring talented people)

76. Knowledge Management and the Learning Organization
Knowledge management is the systematic sharing of information to achieve such goals as innovation, nonduplication of effort, and competitive advantage
A learning organization is one that is skilled at creating, acquiring, and transferring knowledge, and at modifying behavior to reflect new knowledge and insights

77. Figure 13-2 Where Corporate Knowledge Lives

78. International and Culturally Diverse Aspects of Leadership
Chapter Fourteen
International and Culturally Diverse Aspects of Leadership

79. Work Force Trends The average age of the work force is increasing
White males now constitute less than 50 percent of the work force
An increasing number of new entrants into the work force are women and people of color

81. Advantages of Managing for Diversity
Reduction of turnover and absenteeism costs
Offers a marketing advantage
Advantage in recruiting and retaining talented people
Unlocks the potential for excellence
A creativity advantage and improved problem-solving and decision-making

82. Multicultural Leader
A leader with skills and attitudes to relate effectively to and motivate people across race, gender, age, social attitudes, and lifestyles

83. Figure 14-2 Dimensions of Individual Values

84. European Styles of Management
French managers (who are typically part of an elite class) behave in a superior, authoritarian manner.
German middle managers tend to avoid uncertainty, are assertive, and are not terribly considerate of others

85. Malaysian Managers
Emphasize collective well-being (collectivism) and display a strong humane orientation
The culture discourages aggressive, confrontational behavior, preferring harmonious relationships

86. Culturally Sensitive Leader
Willing to acquire knowledge about local customs
Willing to learn to speak the language
Patient
Adaptable
Flexible
Willing to listen and learn

87. Cultural Intelligence (CQ)
… an outsider’s ability to interpret someone’s unfamiliar and ambiguous gestures the way that person’s compatriots would.

88. Facets of Cultural Intelligence (CQ)
Cognitive CQ (head)
Physical CQ (body)
Emotional/motivational CQ (heart)

89. Global Leadership Skills
Behavioral complexity that allows the leader to attain corporate profitability and productivity, continuity and efficiency, commitment and morale, and adaptability and innovation
Stewardship
Ability to satisfy three metavalues including: community, pleasure, and meaning

90. Global Leadership Skills
Cultural sensitivity
Culturally adventurous
Good command of a second language

92. Cultural Diversity Initiatives
Hold managers accountable for achieving diversity
Establish minority recruitment, retention, and mentoring programs
Conduct diversity training

93. Cultural Diversity Initiatives (cont’d)
Conduct intercultural training
Encourage the development of employee networks
Avoid group characteristics when hiring for person-organization fit

94. Inter-Cultural Training
A set of learning experiences designed to help employees understand the customs, traditions, and beliefs of another language

95. Figure 14-4 The Multicultural Organization

96. Leadership Development and Succession
Chapter Fifteen
Leadership Development and Succession

97. Self-Help Leadership Development
Self-awareness involves insightfully processing feedback about oneself to improve personal effectiveness
Levels of self-awareness
Single-loop learning
Double-loop learning
Self-discipline is mobilizing one’s efforts and energy to stay focused on attaining an important goal

98. Figure 15-1 Single-Loop Learning Versus Double-Loop Learning

99. Factors Contributing to Leadership Development
Education
Experience
Challenging experiences
Broad experience
Pivotal life experiences
Mentoring
Formal
Informal

101. Figure 15-2 Continuum of Practical Options for Multifunctional Managerial Development

102. Types of Leadership Development Programs
Feedback-Intensive Programs
Skill-Based Programs
Conceptual Knowledge Programs
Personal Growth Programs
Socialization Programs
Action Learning Programs
Coaching and Psychotherapy

103. Traditional Approach to Evaluation
Specify objectives
Measure extent to which two objectives were met
Participants’ acquisition of new skills
Improved organizational effectiveness

104. Evaluation Through Domains of Impact Types of Competency Domains
Intrapersonal skills
Interpersonal skills
Leadership skills
Business skills

105. Leadership Succession
An orderly process of identifying and grooming people to replace managers
Succession planning is linked to leadership development in two ways
Being groomed as a successor is part of leadership development
The process of choosing and fostering a successor is part of a manager’s own development

106. Developing a Pool of Successors
Evaluate the extent of an organization’s pending leadership shortage
Identify needed executive competencies
Identify high-potential individuals for possible inclusion in the pool
Establish an individually tailored developmental program for each potential candidate

107. Developing a Pool of Successors (cont’d)
Select and place people into senior jobs based on their performance, experience, and potential
Continuously monitor the program and give it top management support

109. Six Levels of the Leadership Pipeline (at GE)
Managing individual contributions
Managing managers
Being a functional manager
Being a business manager
Being a group manager
Being an enterprise manager