13525488
Description
| Question | Answer |
| Transactional Leadership | Leaders provide resources and rewards (contingent rewards). In exchange, followers provide effort. Management by exception. |
| Transformational Leadership | Transactional Leadership PLUS Leadership that inspires followers Results in fundamental change |
| Transformational Leadership Factors (4) | Charisma Inspirational Motivation Intellectual Stimulation Individual Consideration |
| Charisma | Set high ideals, values, and ethical standards |
| Inspirational Motivation | Articulate a compelling vision |
| Intellectual Stimulation | Promote creativity, innovation, empowerment |
| Individual Consideration | Focus on needs of each follower |
| Transformational Leadership versus Transactional Leadership | Performance beyond expectations versus Agreed upon performance |
| Transformational Leadership has a strong relationship with what outcomes? | Follower job satisfaction Follower satisfaction with leader Follower motivation Group/Org performance Leader effectiveness |
| Charismatic Leadership | The most important part of Transformational Leadership |
| Charisma | Hard to define; when we see it, we know it ex. likeability, relateability |
| Examples of charismatic leaders | MLK, Obama, Clinton, Warren Buffet, Opera, Ghandi, Steve Jobs |
| Charismatic leadership is a combination of: | Characteristics of: The Leader The Follower The Situation |
| Charismatic Leadership: Leader Characteristics | Self-confidence Conviction Enthusiasm Expressiveness Articulate Role Model |
| Charismatic Leadership: Follower Characteristics | Respect/Esteem Loyalty/Devotion Affection High Expectations Obedience |
| Charismatic Leadership: Situation Characteristics | Crisis/Urgency Perceived need for change Ideological goal Dramatic symbols Articulated followers' role |
| Charismatic Leaders: | Project a powerful, confident, and dynamic presence Communication style - eye contact, facial expressiveness, gestures, language Articulate an overarching ideological goal/vision Communicate high performance expectations |
| Are you born charismatic or can it be learned? | It can be learned. |
| Dark Side of Charisma | Unrealistic expectations - strategic vision becomes blurred & self-focused Dependency and counter-dependency Reluctance to voice disagreement w/ leader Need for continuing "magic" Communication manipulation Poor management practices (hands-on, controlling) |
| Ethical Charisma | Use power to serve others Match vision to follower needs Open to feedback Develops followers Encourages thinking |
| Change-Oriented Leadership (is transformational leadership) | |
| Types of Organizational Change |
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| Reactions to Change | |
| Individual Sources of Resistance | Habit and personality Fear of the unknown Fear of personal loss (ie power) Lack of understanding and trust |
| M | 1. Keep everyone informed 2. 2 way communication & listen to employees 3. Keep surprises to a minimum 4. Enhance management credibility & trust 5. Deal with the past: admit mistakes, apologize, and make amends |
| Lewin's Three-Stage Model | Unfreezing Changing Refreezing |
| Lewin's Three-Stage Change Model: Unfreezing | Employees are made aware the problems and the need for change This stage creates the motivation for people to modify their attitudes and behavior |
| Lewin's Three-Stage Change Model: Changing | Shifts attitudes and behavior toward the new, desired state This is the learning part of the change process & involves providing employees with new information, new models, and new ways of thinking |
| Lewin's Three-Stage Change Model: Refreezing | Change is stabilized Employees integrate the new attitudes, skills, & behaviors and are rewarded by the org for doing so. The impact of new behaviors is evaluated and reinforced. |
| K | Expands the stages of unfreezing and refreezing to 8 clearly defined steps Each element is REQUIRED even though steps often overlap |
| List Kotter's 8 Steps | 1. Establish a sense of urgency-50% skip 2. Build a powerful coalition 3. Develop a vision and strategy 4. Communicate the vision 5. Empower employees to act 6. Create short-term wins 7. Consolidate gains 8. Institutionalize the changes |
| What is coaching? | "Coaching is partnering with a clients in a thought-provoking and creative process that inspires them to maximize their personal and professional potential" -- International Coaching Federation |
| Coaching Defined | Coach - from the word for carriage - carries the passenger (client) to his/her chosen destination on a path that he/she chooses. You are the carriage -- Someone else drives the carriage |
| Coaching versus similar concepts | |
| Coaching Continuum | "Coach" - top of chart - helps solve problem "Boss" - bottom of chart - solves problems for client "The best leader is he/she whose followers -- when the work is successfully done -- will say 'We did it ourselves'." |
| Coaching's Relevance to Leadership | Coaching will make your work easier! -overcome performance problems -develop employee skills = more delegation, increased productivity, create promotable subordinates -improve retention -create a positive work culture |
| Coaching Process Model: "SOAR" Model | Situation Outcome Alternatives Rollout |
| True Results of Coaching | -Better understanding of reality -Takes positive action and implements improvements -Achieved the goals they have set for themselves |
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