Organizational Behavior: An Introduction to Your Life in Organizations

1. Organizational Behavior:An Introduction to Your Life in Organizations Chapter 12 Leadership Roles and Skills ©2007 Prentice Hall

2. Preview • What is the leader’s role in special teams? • What do leaders need to know about negotiation? • What is unique about the leadership role of executives and CEOs? • How do leaders act as disciplinarians? • When should a leader stop leading and follow instead? • As a leader, what aspects of your personal philosophy are likely to have the most influence on others? • How do leaders act as talent scouts and mentors? ©2007 Prentice Hall

3. Project management • Project management teams are groups that come together for a finite period of time to perform a variety of tasks to achieve an organizational objective • Most important competencies needed by project managers are team building, leadership, and decision making • Effective project management involves focusing on results, leading well, and creating a synergistic, multi-disciplinary team that succeeds or fails as a unit ©2007 Prentice Hall

4. E-Leadership • When using technology-enhanced communication, leaders are challenged to: • understand the interpersonal characteristics of the technology in use and adapt their leadership style to it • figure out how to add value to the exchange of information • move from being a content leader to being a process leader • develop strategies for balancing face-to-face interactions with interactions that happen virtually • put a plan into place for learning how to best use information technology ©2007 Prentice Hall

5. What is the nature of negotiation? • Leaders must examine their assumptions about the negotiation process itself • Successful business negotiating typically involves exchanging information and resources in a way that satisfies the different and sometimes conflicting needs of the participants • understand conflict and how you personally react to it ©2007 Prentice Hall

6. Internal versus external negotiations • When negotiating inside, hierarchical relationships come into play and legitimate power matters • When negotiating with outsiders you must assess who has more power in the relationship and how that power is likely to influence the negotiation process and the final deal ©2007 Prentice Hall

7. Interpersonal skills for negotiating • Expressing strong feelings appropriately • Remaining rational in the face of strong feelings • Being assertive without damaging the relationship • Improving a relationship without damage to a particular negotiation • Speaking clearly in ways that promote listening • Actively inquiring and listening ©2007 Prentice Hall

8. Learning how to negotiate • It involves understanding: • how power works in relationships • how negotiations move through different phases • how the social context affects the process • how to use third parties • and others considerations including cultures ©2007 Prentice Hall

9. Mid-level leaders need to develop executive skills • Move from excellent technicians and problem solvers to focus on people management and strategic skills • Drop their task-oriented leadership styles in favor of the relationship-oriented styles • Need to adapt during transitions ©2007 Prentice Hall

10. CEOs manage meaning for their company • Executive leaders not only plan, organize and control but also manage meaning • CEOs develop a personal theory of leadership and a philosophy for their company, then choose language, symbols and signals that convey these meanings to organizational members • CEOs absorb uncertainty for the company ©2007 Prentice Hall

11. CEOs’ traditional and new roles • Eight effective practices : • Asking, "What needs to be done?" • Asking, "What is right for the enterprise?" • Developing action plans. • Taking responsibility for decisions. • Taking responsibility for communicating. • Focusing on opportunities rather than problems. • Running productive meetings. • Thinking "we" rather than "I." • Today CEO image is also important ©2007 Prentice Hall

12. A boss is abusive when he or she: Ridicules subordinates Gives subordinates the silent treatment Puts people down in front of others Invades individuals’ privacy Reminds others of their past mistakes and failures Doesn't give individuals credit Blames employees to save himself/herself embarrassment Breaks promises he/she makes Expresses anger at subordinates when he/she is mad for another reason Makes negative comments about workers to others Is rude to subordinates Does not allow subordinates to interact with coworkers Lies to subordinates Recognize abusive behaviors and bullying ©2007 Prentice Hall

13. Causes of employee deviance • Personality • Job characteristics • Work group characteristics • Organizational culture • The organizational control system • Employees’ perception of whether the organization is fair and just ©2007 Prentice Hall

14. Managing workplace deviance • Interpersonal approaches • Organizational approaches • Getting good legal counsel is a prerequisite ©2007 Prentice Hall

15. Interpersonal approaches to difficult people • Counseling: • Discuss the problem with the individual and then give him or her the time and resources he or she needs in order to change • Avoid confronting the individual in front of others • Invite another manager into the room • Stay emotionally distant and as professional as possible • During the discussion, elicit more information, and state your concerns • Avoid attacking • Manage your own anger ©2007 Prentice Hall

16. Disciplining: • Consider the seriousness, circumstances, past behavior, conduct record, company practice • Act quickly to influence the employee before the problem has become a habit • Give clear feedback about the specifics of the problem, explain why change is necessary, communicate your expectations, establish consequences for failing to meet those expectations, then follow up with appropriate actions • Apply positive reinforcement for welcome behaviors and punishment for unwelcome behaviors • Know and follow your company’s policies ©2007 Prentice Hall

17. Organizational approaches to difficult people • Avoiding problems in the first place: Interview for stability • Establish a climate of respect • Follow your company’s policy guidelines for terminations, which should take into account both your ethical and legal responsibilities to your employee ©2007 Prentice Hall

18. When to stop leading • When individual performance demands it • When team performance demands it • When organizational performance demands it ©2007 Prentice Hall

19. Managing up • Understand your boss’s goals and objectives, pressures, strengths and weaknesses, blind spots, and preferred work style • Assess your own strengths and weaknesses, personal style, and predisposition toward dependence on authority figures • Develop a relationship with your boss in which you find a fit between your style and your boss’s style • Establish mutual, not just one-way, expectations • Keep your boss informed • Use your boss’s time and resources selectively ©2007 Prentice Hall

20. Authenticity and integrity • The most effective leaders are motivated by the sense that they are doing something good and right and that they have a duty to do it ©2007 Prentice Hall

21. Spirituality • Common characteristics of those who acknowledge the spiritual component of their work: • they have similar definitions of spirituality, based on the notion of an inner path devoted to a higher purpose • they prefer not to compartmentalize their lives. For example, they do not like to separate their work and private lives • they differentiate strongly between spirituality and religion • they are often afraid to use the word “spirituality” in the workplace ©2007 Prentice Hall

22. Influence and responsibility • It is important that leaders understand who they are and how they impact others • Leadership training programs should include the development of the skills necessary to focus inward • We project our values and spirit onto our interactions with others and our organizations ©2007 Prentice Hall

23. Examining capitalism as a core value • Some business leaders suggest that companies should single-mindedly pursue the making of money without concern for the public interest • Some leaders believe capitalist organizations should do more than make money and follow the law ©2007 Prentice Hall

24. Finding and developing talent • Developing others is one of an executive’s most important roles • Finding and nurturing talented managers and executives is among the CEOs top ten challenges • Effective managers generally have three characteristics: • basic intelligence • a variety of experience • the experience of continuously learning to do something new or different ©2007 Prentice Hall

25. Mentoring • A relationship between a senior experienced manager, known as a mentor, and a less experienced junior manager, called a protégé, in which the mentor provides support, direction and feedback about career plans and personal development • Can be formal or informal ©2007 Prentice Hall

26. Succession planning • A variety of stakeholders, from customers to stockholders, are concerned not only with the efficacy of the CEO selection process but also with its legitimacy • A key question is: What should be the role of the executive himself or herself in finding and choosing his or her own replacement? ©2007 Prentice Hall

27. Apply what you have learned • World Class Company: John Tu, Kingston Technology Company • Advice from the Pro’s • Gain Experience • Can you solve this manager’s problem? ©2007 Prentice Hall

28. Summary – What is the leader’s role in special teams? • Leaders should know how to: • lead project teams • adapt their style for e-leadership situations ©2007 Prentice Hall

29. Summary – What do leaders need to know about negotiation? • Negotiation is a complex activity that requires particular interpersonal skill • Leaders must be able to: • diagnose a negotiation situation • select the most appropriate behavioral and analytic strategies ©2007 Prentice Hall

30. Summary – What is unique about the leadership role of executives and CEOs? • To move into executive (top-level) positions, mid-level leaders must develop new skills • CEOs have a variety of roles: • they manage meaning for their company • they present the company philosophy in a variety of media • they themselves become the symbol of the company and its moral standard bearer ©2007 Prentice Hall

31. Summary – How do leaders act as disciplinarians? • Managing employee deviance through counseling and disciplining • Organizations develop systematic approaches to difficult people that include: • interviewing for stability • establishing a climate of respect • using appropriate procedures for firing ©2007 Prentice Hall

32. Summary – When should a leader stop leading and follow instead? • Stop leading when: • another individual knows best or needs development • when your team’s needs and development demand it • when your leading will not enhance organizational performance and development ©2007 Prentice Hall

33. Summary – As a leader, what aspects of your personal philosophy are likely to have the most influence on others? • Authentic leaders experience a synchronicity between who they are and their leadership style and impact • Spiritual synchronicity is the special connection between the leader’s inner path with respect to a higher purpose and their leadership style • It is especially important that leaders understand themselves and how they impact others ©2007 Prentice Hall

34. Summary – How do leaders act as talent scouts and mentors? • CEOs have to: • find and develop talent • mentor less experienced managers • help their company choose their successor • Powerful retiring CEOs strongly influence successor selection, and they prefer successors who are similar to themselves. ©2007 Prentice Hall