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Sources of power:
Legitimate: An agreement among organizational members that people in certain roles can request certain behaviours of others.
Reward: Ability to control the allocation of rewards valued by others and to remove negative sanctions. Operates upward as well as downward
Coercive: Ability to apply punishment. Exists upward as well as downward. Peer pressure is a form of coercive power.
Leadership competencies: -Competencies – personal characteristics that lead to superior performance in a leadership role (e.g. skills, knowledge, values)
-Early research – limited relationship to effective leadership
-Emerging view – several competencies now identified as key influences on leadership potential and of effective leaders.
Eight Leadership Competencies:
Personality: Extroversion, conscientiousness (and other traits)
Self-concept: Positive self-evaluation. High self-esteem and self-efficacy. Internal locus of control
Drive: Inner motivation to pursue goals. Inquisitiveness, action-oriented
Integrity: Truthfulness. Consistency in words and actions
Leadership Motivation: High need for socialized power to achieve organizational goals
Knowledge of the Business: Understands external environment. Aids intuitive decision making
Cognitive/practical Intelligence: Above average cognitive ability. Able to solve real-world problems
Emotional Intelligence: Perceiving, assimilating, understanding, and regulating emotions
Competency Perspective Limitations:
- Implies a universal approach
- Alternative combinations of competencies might work just as well
- Assumes leadership is within the person
•But leadership is also about relations with followers
- Competencies refer to leadership potential, not performance
Culture and its impact on an organization: Culture represents the beliefs, ideologies, policies, practices of an organization. It gives the employees a sense of direction and also controls the way they behave with each other. The work culture brings all the employees on a common platform and unites them at the workplace.
Assimilation: Acquired company embraces acquiring firm’s cultural values
Deculturation; Acquiring firm imposes its culture on unwilling acquired firm
Integration; Cultures combined into a new composite culture
Separation; Merging companies remain separate with their own culture
Stages of team development:
Performing; Period of testing and orientation in which members learn about each other and evaluate the benefits and cost of continued membership
Norming; The team develops its first real sense of cohesion as roles are established and a consensus forms around group objectives and a common or a complementary team-based mental model.
Storming; Is marked by interpersonal conflict as members become more proactive and compete for various team roles.
Forming; Team members have learned to efficiently coordinate and resolve conflicts.
Adjourning; Occurs when the team is about to disband.
Why we resist change:
- Direct costs
•Losing something of value due to change
•FBI’s new intelligence mandate would reduce status in law enforcement
- Saving face
•Accepting change acknowledges own imperfection, past wrongdoing
•New FBI mandate acknowledges value of CIA work
- Fear of the unknown
•Risk of personal loss
•Concern about being unable to adjust
- Breaking routines
•Organizational unlearning is part of change process
•But past practices/habits are valued by employees due to comfort, low cognitive effort
- Incongruent organizational systems
•Systems/structures reinforce status quo
•FBI career, reward, power, communication systems supported law enforcement, not intelligence
- Incongruent team dynamics
•Norms contrary to desired change
Strategies to overcome resisting change:
Communication; Highest priority and first strategy for change. Improves urgency to change. Reduces uncertainty (fear of unknown). Problems — time consuming and costly
Learning; Provides new knowledge/skills. Includes coaching and other forms of learning. Helps break old routines and adopt new roles. Problems — potentially time consuming and costly
Involvement; Employees participate in change process. Helps saving face and reducing fear of unknown. Includes task forces, future search events. Problems — time-consuming, potential conflict
Stress Mgt; When communication, learning, and involvement are not enough to minimize stress. Potential benefits: More motivation to change, Less fear of unknown, Fewer direct costs. Problems — time-consuming, expensive, doesn’t help everyone
Negotiation; Influence by exchange — reduces direct costs. May be necessary when people clearly lose something and won’t otherwise support change. Problems: Expensive, Gains compliance, not commitment
Coercion; When all else fails. Assertive influence. Radical form of “unlearning”. Problems
Reduces trust. May create more subtle resistance. Encourage politics to protect job
What is leadership: Leadership is the ability to influence, motivate, and enable others to contribute toward the effectiveness of the organizations of which they are members
Strategies to preserve and strengthen culture:
-Actions of Founders and leaders.
-Aligning artifacts.
-Introducing Culturally consistent rewards.
-Attracting, selecting and socializing employees.