CHAPTER 10

1. CHAPTER 10 BECOMING AN EFFECTIVE LEADER

2. LEADERS AND LEADERSHIP • Leaders have a combination of admirable qualities. • Leadership is the ability to inspire support and confidence among the people who are needed to achieve company goals. • Leaders make a difference. • Leaders are needed at all levels.

3. KEY LEADERSHIP TRAITS TO DEVELOP • Self-confidence and leadership efficacy • Positive core evaluation (self-esteem, locus of control, self-efficacy, and emotional stability) • Assertiveness • Trustworthiness and morality • Sense of humor • Self-awareness and self-objectivity

4. Key Leadership Traits to Develop, concluded • Self-awareness and self-objectivity • Cognitive skills including critical assessments (as well as knowledge of the business and independent decision making) • Emotional intelligence • Passion and enthusiasm • Self-sacrificing personality

5. SELF-CONFIDENCE AND LEADERSHIP EFFICACY • Leader who is self-assured without being bombastic or overbearing instills confidence in group members. • Leader must project self-confidence. • Leadership self-efficacy is linked to confidence in the knowledge skills, and abilities valuable for leading others. • Appear self-confident through words, posture, and gestures.

6. POSITIVE CORESELF-EVALUATION • Core self-evaluation captures person’s self-assessment. Consists of self-esteem, locus of control, self-efficacy, and emotional stability (low neuroticism). • Leaders with internal locus of control are more likely to inspire others and provide direction. • Search for what aspects of challenging situation might be under your control.

7. INSIGHTS INTO ASSERTIVENESS • An assertive person is forthright in expressing demands and attitudes. • Self-confidence helps assertiveness. • Effective leaders are assertive rather than aggressive or passive. • To become assertive you must force yourself to express feelings and demands. • Expressing feelings is more difficult

8. SEVEN BEHAVIORS OF AN ASSERTIVE PERSON (SAQ 9-1) • Expresses criticism freely. • Confronts unfair person. • Able to express anger toward coworker. • Willing to cry with friends. • Speaks up at meetings. • Able to ask friends for favors. • Willing to confront a rude stranger.

9. TRUSTIWORTHINESS AND MORALITY • White collar workers value honesty and integrity as No. 1 trait of a manager. • Integrity is (a) consistency of words and deeds and (b) being true to oneself. • Honesty builds trust with team members, leading to cooperation and team spirit. • Being moral facilitates trustworthiness. • Set good example to communicate trust.

10. SENSE OF HUMOR AND LEADERSHIP • Humor helps relieve tension and boredom, and defuses hostility. • Leaders who used humor had higher performing units in one study. • Self-effacing humor more effective than insulting others. • Creativity is needed for humor. • Humor is skill that can be developed.

11. SELF-AWARENESS ANDSELF-OBJECTIVITY • Effective leaders are aware of their strengths and limitations. • Self-objectivity refers to being detached about own strengths and limitations. • Self-awareness and self-objectivity helps leader be authentic and genuine. • Self-awareness and self-objectivity can be enhanced by asking for feedback.

12. COGNITIVE SKILLS INCLUDING CRITICAL ASSESSMENTS • Leaders need to be mentally sharp to inspire people, bring about change, and solve problems creatively. • Knowledge of the business, or technical skill, is key cognitive skill. • Cognitive skills needed to make critical assessments, or thinking critically. • Independent decision making requires high intelligence.

13. EMOTIONAL INTELLIGENCE (EQ) AND LEADERSHIP • Emotionally intelligent leader can work effectively with emotions of others to resolve problems. • EQ is linked to superb leadership. • Human touch is part of EQ. • Emotional intelligence can be developed through working on its components, such as empathy.

14. PASSION AND ENTHUSIASM • Effective leaders have passion and enthusiasm for their work. • Passion is expressed in intense liking for the business, customers, and employees plus relentless drive to accomplish work. • Passion and enthusiasm particularly evident among entrepreneurial leaders. • To display passion and enthusiasm, find work that creates inner spark.

15. SELF-SACRIFICING PERSONALITY • Self-sacrificing personality is more concerned about welfare and interest of others than oneself. • Self-sacrificing leader works in best interests of group members. • Will often forgo personal interests to focus on mission and purpose of the group. • Self-sacrificing leader a good role model.

16. NATURE OF CHARISMA • A special quality of leaders whose purposes, powers, and extraordinary determination differentiate them. • Charisma reflects a subjective perception on the part of person being influenced. • All levels of leaders can be charismatic. • Dynamic personality helps, yet tangible actions also contribute to charisma.

17. SUGGESTIONS FOR DEVELOPING CHARISMA • Communicate a vision. • Make frequent use of metaphors and analogies. • Inspire trust and confidence. • Be highly energetic and goal oriented. • Be emotionally expressive and warm. • Make ample use of true stories (those that deliver a message).

18. Developing Charisma, concluded • Be candid and direct. • Make everybody you meet feel that he or she is important. • Multiply the effectiveness of your handshake. • Stand up straight and use other nonverbal signals of self-confidence. • Be willing to take personal risks. • Be self-promotional.

19. ATTITUDES AND BEHAVIORS OF TEAM LEADERSHIP STYLE • Keeps group members informed. • Obtains group input before making a decision. • Would reverse decision based on group input showing he or she was wrong. • Believes that group has good ideas. • Encourages workers to solve own problems rather than giving answers.

20. DEVELOPING TEAM LEADERSHIP SKILLS • Engage in shared leadership (distribute leadership responsibilities within group). • Build a mission statement (have goal, purpose, and be optimistic and uplifting). • Show your team members that they are trusted (no micromanagement). • Establish a sense of urgency and high performance standards (have urgent, constructive purposes).

21. Developing Team Leadership Skills, continued • Hold question-and answer sessions with the team (everybody asks questions). • Encourage team members to recognize each other’s accomplishments (praise each other, give “high-fives”). • Encourage honest criticism (offer honest feedback on mistakes and flawed ideas). • Use team symbols (such as uniforms and nicknames).

22. Developing Team Leadership Skills, concluded • Use peer evaluations (team members contribute to the evaluations). • Help team members see the big picture (explain how work contributes to company). • Minimize formation of in-groups and out-groups (leader-exchange model says that leaders create in-group and out-groups). Leaders are judged partly by team performance, and teamwork enhances team performance.

23. DEVELOPING YOUR LEADERSHIP POTENTIAL • Leaders are both born and made. • You need to develop your natural characteristics through experience and practice. • First-level supervisory jobs are invaluable starting point for developing your leadership potential. • Motivating entry-level workers is a major challenge facing organizations.

24. Developing Leadership Potential, concluded • Acquire broad experience. • Model effective leaders. • Self-develop leadership traits and behaviors. • Become an integrated human being. • Practice a little leadership (day-by-day small accomplishments). • Help your leader lead.