03 24 2014 Leadership Trait theories of leadership o Leaders have certain characteristics Guiding assumption o If someone has qualities X Y and Z They will be an effective leader What Traits Intelligence o Verbal ability cognitive ability Self Confidence Determination o You can make a difference o Desire to get the job done Integrity Sociability o Honesty trustworthiness o Friendly outgoing Overall little support for trait theories o Assume leadership success across situations o Assume stable leadership traits Need to consider how leadership styles work for specific situations Contingency Theory Fielder studied groups to learn about leader effectiveness Found that o Can t predict group success just by the leader s qualities o Can t predict based on the situation the leader faces Success was contingent on both o The leader s motivational style o The leader s capacity to control the situation Two motivation styles Relationship motivated leaders o Emphasis on maintaining positive relationships within group friendliness trust Task motivated leaders Situational control o Leader member relations o Emphasis on completing task regulating behavior reducing goal ambiguity Quality of the relationship between leader and group o Task structure Do people know what is expected of them How much authority does leader possess Better when situations are highly favorable or unfavorable o Position power o Task oriented o Good situations Nothing to worry about Focus on task o Bas situations Drive group toward goals Things are so messed up that you d never be able to fix relationships Relationship oriented leaders better in mid range situations o Relationship building needed and appreciated o Not too far gone to be effective What type of leader are you o Task oriented o Relational oriented o Hybrid 03 24 2014 Leader Member Exchange Theory Leader s relationship different with each subordinate o Boss Employee o Coach Player o Group Leader Group Member Basic premises o Leadership is a series of dyadic relationships Develop and are negotiated over time o Relationships can range in closeness Leader member exchange LMX Mutual trust liking greater interaction Supervisory exchange SX Role defined Contractually based o LMX in group SX out group Why does this matter o LMX relationships Lower subordinate turnover Higher subordinate satisfaction Greater likelihood for promotion Better subordinate ratings Higher role expectations View job as doing more than expected What determines relationship type o Initial reactions Liking by the leader Leader s view of subordinates ability Relationships are not constant o They can change over time LMX maintenance o Tactics for subordinates Personal Maintenance occurs via communication Contractual Informal interaction Conform to rules expectations Regulative Strategic control of messages No TMI Appropriate emotion and contact Direct Negotiation What our relationship should be like Resolve perceived injustices Leader influence tactics o LMX leader member exchange Use more pro social tactics Self esteem responsibility to others Don t invoke authority as much Less likely to use punishment threats o SX supervisory exchange More likely to invoke authority Give directives People in LMX relationships o More likely to use open and strategic persuasion Open persuasion Overt influence Desired outcomes not hidden Strategic persuasion Overt attempt Might not completely reveal desires Superior Subordinate Relationship Building trust through communication o Behavioral consistency Subordinate can predict future behavior o Integrity Telling the truth o Sharing and delegating o Demonstration of concern Emotion at Work 03 24 2014 Rational models of organizations o Rationality isn t always possible o Doesn t always occur Emotion as part of the job o Some occurs naturally Nurse or coach o Some occur unnaturally Server or flight attendant Emotion as Work Emotional labor o Displaying emotion is part of the job Often faked Why To satisfy job requirements For personal gain Emotional Work o Deal with genuine and managed emotions Notice need for compassion Connect by taking others perspective Respond verbally and nonverbally to help situation Emotion at Work Emotion often unavoidable o Public vs Private Tensions Friends outside of work Private disclosure in public meeting o Interdependence of workers Bad apple spoils bunch Rumors o Conflicting allegiances o Emotional rights expectations Problematic when violated Emotional Intelligence Ability to o Recognize and interpret emotion Is coworker unhappy Am I unhappy o Control emotion Control anger Control frustration o Express emotion Show empathy support o Emotional intelligence is predictive of Successful leadership Less bullying More forgiving More empathetic o Why important o If you cant manage emotions you cant communicate competency ineb Dealing with anger 03 24 2014 Anger causes people to o Be physically and verbally aggressive o Passive aggressive Dirty looks silent treatment How do people deal o Supression Bottle it up Occasionally helpful Can lead to chronic hostility Chronic Hostility o Constant simmering in anger Leads to Thinking the worst about others Perceptual biases Being demanding Being ungenerous Venting o Exploding at a person causing anger Might be cathartic Feels good get out bad feelings Typically only temporary Research suggests venting boosts anger Become more dissatisfied Reappraise your emotions o Call to mind positive aspects of person encounter Can t think of anything Focus on yourself positively o Consider short and long term implications What you say affects future interactions Jefferson Strategy o Count to 10 before reacting o Count to 100 if very angry Low adrenaline heart rate Gives time to self reflect Dealing with Burnout Burnout o Wearing out from pressures of work Emotional exhaustion Unable to face another day Lack of personal accomplishment Feeling like a failure Depersonalization View others negatively Stressors causing burnout o Workload Too much Too difficult o Role conflict Competing roles o Role ambiguity Not sure what to do Communication causes of burnout o Emotional labor Constant display of fake emotions o Emotional contagion Spreading of emotions o Strive for emphatic concern Care for others not adopt their problems 03 24 2014 Decision Making Maximizing interests Not consumed with o Getting to yes o Beating opponent at all costs Reaching the best agreement o Might mean no deal agreement Negotiating Rationally