Influencing

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1M.S Ramaiah School of Advanced Studies - Bangalore

Session SpeakerUday Kumar Jagannathan

Influencing

Session 5

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Session Objectives

• To understand the Fundamentals of Influencing and Communication

• To learn about Leadership, Motivation, Groups and Corporate Culture

• To Explain and Predict Behaviour and Personality• To understand Group Behaviour• To appreciate the importance of teamwork in Total Quality

Management (TQM)• To discern aspects of Individual and Group Decision making• To understand emerging approaches to leadership

M.S Ramaiah School of Advanced Studies - Bangalore

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Session Outline

• Fundamentals of Influencing and Communication• Leadership, Motivation, Groups and Corporate Culture• Prediction of Behaviour and Personality• Group Behaviour characteristics• Teams and TQM• Individual vs. Group Decision making• Emerging approaches to Leadership• Session Summary


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Fundamentals of Influencing and Communication

In order to influence via good communication one needs to….

Plan for and distinguish between effective & ineffective communications

Recognize how different social (interpersonal) styles impact communications

Know how to adapt and modify own style and communications Behaviours


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LEADERSHIP and COMMUNICATIONS

WordsWhat you say: Word choice, phrasing,

filler words, etc.9% of the message

VoiceThe way you say it

Tone, volume, pitch, speed, etc.41% of the message

BodyHow you look when saying itEye contact, posture, gestures, proximity, facial expression, etc.

50% of the message

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LEADERSHIP is the ability to influence the thinking and Behaviour of others

and to direct them toward specific goal outcomes.

EFFECTIVE COMMUNICATIONSis our only means to influence,

and to achieving leadership.


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Effective communication requires:

• Knowing yourself

• Knowing your communications target person

• Selecting correct information and approach

• Planning what, how & when to deliver message

Anything less than EFFECTIVE COMMUNICATIONS

causes disappointing outcomes

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SOCIAB

LITY

D O M I N A N C E

Thinking Oriented

Analyst

Nurturer Promoter

Action Oriented

Intuition OrientedRelationship Oriented

Manager

Relationships Creativity

TaskSafetyDRIVER STYLEANALYTIC STYLE

AMIABLE STYLE EXPRESSIVE STYLE

Lo

Lo Hi

Hi

CONTROL-RESPONSIVEIntroversion • Quiet • Not Obvious

EMOTE-RESPONSIVEOutgoing • Eye Contact • Touch

TELL-ASSERTIVEASK-ASSERTIVEOutspoken • Closed • FastSubtle • Open • Slower

INTERPERSONAL STYLES

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The Four Social (Interpersonal) StylesNatural, preferred Behaviours … when not under stress

ANALYTIC DRIVER

AMIABLE EXPRESSIVE

Behaviours:• Reaction / Time Use:• Approach / Action:• Rejects / Avoids:• Perspective / Point of view:• Maximum Interest / Effort:• Minimum Interest / Effort:• Structure / Rules:

STRESS VARIABLES:• Job pressures• Persons involved• Physical feelings• Emotional feelings• External conflicts• Prior experiences• etc., etc., etc.

THERE IS NO “GOOD” OR “BAD” ABOUT EACH STYLEIt’s all about how the person behaves in any situational circumstance

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Interpersonal Styles - General Descriptions

1

2

3

4

Exacting, orderly, preciseRelies on facts and logic. Explores all avenues before making a decision. Preferred leadership style based on competence, not force. Completes projects in a focused manner. In stressful situations may avoid personal involvement.

Reserved, conservative, orderlyPrefers a situation that calls for independent analysis or expertise. Tends to lead by example. Enjoys a leadership role in which know-how and technical expertise are important. Will strive for a logical solution.

Controlling, task-oriented, formalStrives for accuracy and dependability in performance. A situation that depends on technical expertise satisfies control needs. Leads by example. Analyzes efforts rather than feelings. May downplay relationships.

Competitive, takes charge, task-orientedPrefers to deal with immediately relevant issues. Will define goals along with a means of reaching them. Values and rewards loyalty among team members. Achievement oriented.

Moderate, restrained, methodicalWorks best alone and on clearly defined tasks. Good listener. Tends to influence through reason rather than power. May be reluctant to direct others. May rely on expertise more than assertion to succeed.

Task-oriented, cooperative, practicalTend to depend on themselves to get the job done, but recognizes the importance of relationships. Usually responds to feedback well. Resolves conflict by reasoning and diplomacy.

Purposeful, businesslike, moderateWork best in a well-defined situation in which they determine the course to follow. Likes to be viewed as an authority figure, but prefers “win-win.” May be seen as single-minded. Tends to rely on power and position.

Straightforward, aggressive, competitiveComfortable in directing others. Tends to influence by personal force. Often perceived as single-minded and demanding. When a situation is consistent with goals, will support a team effort. Recognition and praise are motivators.

Unpretentious, friendly, consistentTends to be an effective listener and can usually gain endorsement through good diplomatic skills. Prefers to motivate by example rather than authority. Tends to like well-defined tasks. May be uncomfortable directing others.

Efficient, cooperative, realisticTends to generate confidence and trust through persuasion rather than force. Can be direct and assertive to maintain support. Generally supportive and cooperative. Most effective in situations needing a moderate, conservative stance.

Strategic, enthusiastic, practicalUsually concerned with the importance of relationships. Willing to listen to the other person’s point of view. Prone to influence through persuasion rather than force. May rely too heavily on persuasive skills.

Outspoken, outgoing, stimulatingCompetition and involvement are key attributes. They are persuasive competitors. Will put forth a strong effort to achieve recognition and reward. Won’t hesitate to express opinions strongly. May be overly aggressive.

Supportive, cooperative, informalTends to have strong social drives. May depend on feelings more than fact or necessity when making decisions. Prefers to deal with present day issues. May be seen as too trusting and accepting. May not be able to confront tough issues.

Supportive, responsive, agreeableEspecially responsive to others’ points of view. Generally thought of as a team player. May go with the consensus rather than take an independent stand. Relaxed with others and listens well. Responds well to constructive criticism.

Enthusiastic, visionary supportiveSensitive to the importance of relationships. Can deal with a variety of views tactfully, particularly in a group setting. A team player. Skillful at getting consensus decisions. Responds well to input from others.

Spontaneous, enthusiastic, futuristicTends to be strongly extroverted. Will emphasize interaction and involvement when working toward a goal. Often focuses on high-visibility tasks directed at a future goal. Can elicit a strong response, particularly in stressful situations.

D C B AANALYTIC DRIVER

EXPRESSIVEAMIABLE

DOMINANCELOW HIGH

LOW

HIGH

SOCIABILITY

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Influencing People of the 4 Styles

To Influencethe

DRIVER

• Avoid small talk· Get to the point quickly· Be brief· Be confident, firm and direct· Be prepared with recommendations· Ask direct questions and wait for a response· Respond to questions/challenges in a straight-forward,

confident and succinct manner· If you disagree, argue facts, not feelings· Keep the relationship businesslike

To Influencethe

EXPRESSIVE

· Stress what’s unique or new· Allow them to talk – make it a conversation· Instead of disagreeing, explore options· Show some enthusiasm for the topic or request· Use testimonials and references from well-known

authorities· Don’t hurry the discussion – develop stimulating

ideas/approaches together· Invite him/her to talk about his /her goals or ideas

– see if/how you can support them and still accomplishwhat you want (show linkage between your goals)

· Follow-up to ensure action or approval

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Influencing People of Other Styles

To Influencethe

ANALYTIC

· Present facts and data, not feelings or hype· Emphasize statistical or comparative data· Be systematic and organized· Show both sides of the situation/proposal – both the

advantages and disadvantages, preferably in chart form· To minimize the risk, emphasize guarantees or

contingencies if “Plan A” doesn’t work· Present your idea/proposal in writing to support your

discussion· Allow him/her time to think – so he/she can be cautious,

methodical and meticulous

To Influencethe

AMIABLE

• Present your ideas in a calm, low-key manner· Show your sincere interest in him as a person· Match his/her pace – don’t rush or pressure for quick

decisions· Demonstrate that you are listening and that you are open

to his/her ideas· Listen for and discuss how he feels about ideas –

support his/her feelings· Emphasize any positive effects of your idea/proposal on

the people or work groups involved· Emphasize personal security, service and dependability

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MOTIVATION

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Motivation

• Definition of Motivation• Factors Affecting Staff Motivation• Motivational techniques• Motivational theories • Motivational process• Motivation & Job satisfaction

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Definition

It is a process of inspiring Behaviour, sustaining Behaviour & channeling Behaviour in specific course. It explains why some people work hard & well whereas others perform poorly.

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Factors Affecting Motivation of Staff:

Motivation of staff is affected by three critical factors.....

1- The individual needs.2- Job Design.3- Work Environment.

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1. Individual Needs

The needs of an individual are important motivators. These make the person work with enthusiasm and interest.

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a) Need for Power:Which results in a strong desire to influence staff, stimulate them to work, making them achieve positions of leadership.

b) Need for achievement:results in a desire to do something better or more efficiently than others. All the staff working in a particular area should be given equal chance to attend the refresher courses related to that particular area.

The significant individual needs are:

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2- Job Design

Job design is another motivator to satisfy, signify and give value to employees encouraging them to

perform well.

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3-Work Environment

There are many conditions in the environment which could possibly effect the motivation of staff. It is seen by Behaviour

Modification Theorist that employees perform positively if environment is favorable which is made by democratic

leadership style, peer group interaction....etc.

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*Positive Reinforcement: Annual reward for better performance in the form of money, recognition, praise, promotion …. etc.

* Avoidance Learning: Some staff improve their Behaviour in order to avoid criticism

* Punishment: Manager, for example, can withhold reward or promotion so as to change the Behaviour of staff. Scolding in front of others or humiliating should be avoided

A Manager can accomplish this by using motivational techniques:

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* Making the staff participate in different activities which give them affiliation, acceptance and recognition, e.g. in conferences, Staff-Day, Company Annual Day….. etc.

* Giving feeling of personal responsibility or keeping interactions. The newly appointed staff should be left independent but be observed closely.

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Motivational theories

Can be classified into at least two groups: a) Content theories and b) Process theories

a) Content theories:In general Content theories emphasize individual needs or the reward that may satisfy those needs. There are two types of Content TheoriesThere two type of Content theories:1- Instinct : inherited or innate tendencies that predisposing individual to behave in certain ways.2- Need: Further can be subdivided into three theories

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Maslow Alderfer Herzbreg Self-actualization Growth needs Motivating factors

Esteem needsBelongingness(social needs)

Relatedness needs Hygiene factors

Safety needs Existence needsPhysiological

needs

There are three need theories:1)Hierarchy of need theory(Abraham Maslow)2) Existence, Relatedness and Growth - ERG theory (Clayton Alderfer's)3)Two-factor theory(Frederick Harzbreg)

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Hygiene factors in job context affect job dissatisfaction

Motivator factors in job context affect job satisfaction

Organizational policiesQuality of supervisionWorking conditionBase wage or salaryRelationship with peersRelationships with subordinateStatusSecurity

AchievementRecognitionWork itselfResponsibilityAdvancementgrowth

Need Theories: Hygiene versus Motivation Factors

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Process Theories

1- Equity Theory or (Adams Equity Theory) :

Equity theory is based on the phenomenon of social comparison and is best applied to the workplace.

Process Theories

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How to restore perceived equity :*Change work inputs (e.g reduce performance efforts)** Change the outcomes (rewards) received (e.g ask for a raise) * Leave the situation (e.g quit)* Chang the comparison points (e.g compare self to a different coworker) * Psychologically distort the comparisons ( e.g rationalize that the inequity is only temporary and will be resolved in the future)* Take action to change the inputs or of the comparison person (e.g get a coworker to accept more work).

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2- Expectancy Theory or (Vrooms Expectancy Theory) :

Expectancy theory argues that work motivation is determined by individual beliefs regarding effort – performance relationship and work outcomes.

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Components of Expectancy Theory a) Expectancy :Expectancy is the probability that work effort will be followed by performance accomplishment.

b) Instrumentality :Instrumentality is the probability that performance will lead to various work outcomes.

c) Valence :Valence is the value to the individual of various work outcomes

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Managerial Implications of Expectations Theory :

Expectancy logic argues that a manager must try to intervene actively in work situations to maximize work expectancies, instrumentalities, and valences that support organizational objective. To influenceexpectancies, managers should select people with proper abilities, train them well, support them with needed resources, and identify clear performance goals. To influence instrumentality, managers should clarify performance reward relationships and confirm these relationships when rewards are actually given for performance accomplishments. To influence valences, managers identify the needs that are important to each individual and then try to adjust available rewards to match these needs.

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Motivation Leads To1) Motivation satisfaction : Is the degree to which individuals feel positively or negatively about their jobs.2) Organizational commitment: Refers to the degree to which a person strongly identifies with and feels a part of the organization.3) Job involvement: Refers to the willingness of a person to work hard and apply effort beyond normal job expectation.4)Cause High Performance: Rewards Cause Both Satisfaction and Performance. It suggests that a proper allocation of rewards can positively influence both performance and satisfaction. 5) Reduced Absenteeism: Is the failure of people to attend work.6) Reduced Turnover: Results when people terminate their employment

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Leadership Style Assumed Employee Motivators

Authoritarian (autocratic) External forces, e.g., power and authority, needs for approval

Democratic (participative) Internal drives and impulses

Permissive (laissez-faire) Internal drives and impulses

Bureaucratic External forces

Leadership Style vs. Employee Motivators

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GROUPS AND CULTURE

UNDERSTANDING RELATIONSHIP BETWEEN

NATIONAL AND CORPORATE CULTURE

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What is national culture?

• National culture is the mental programming of a group of people. It is comprised of the values, customs, and belief systems shared by a particular group of individuals.

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Cultural Understanding can translate to better Business Practices

He separated cultures into five dimensions:

• Power Distance

• Individualism

• Uncertainty Avoidance

• Masculinity

• Short and long-term orientation

Contributions of Geert Hofstede

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Business Ethics

It can be argued that some dimensions of business ethics are fluid.

Cultural norms can differ between countries. What is unacceptable in one country may be perfectly acceptable in another.

Thus…A healthy corporate culture will encourage employees to

observe, learn, and avoid passing judgment too quickly.

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Global Strategy and Culture


Effective Strategic Leaders

• Craft global strategies that nurture a healthy corporate culture • Encourage employees to understand and appreciate other national cultures

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• Determination to nurture a healthy corporate culture• Courage• Self-confidence• Integrity• The capacity to deal with uncertainty and complexity• A willingness to hold people (and themselves) accountable

for their work

Important qualities of strategic leaders

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Corporate Culture…Management’s Responsibility

1. Corporate culture refers to the character of a company’s internal work climate and personality

2. In a strong-culture company, culturally-approved Behaviours and ways of doing things are nurtured while culturally-disapproved Behaviours and work practices are discouraged

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3. In adaptive cultures, there is a spirit of doing what is necessary to ensure long-term organizational success

4. Adaptive cultures are exceptionally well suited to companies with fast-changing strategies and market

5. The tighter the culture-strategy fit, the more the culture steers company personnel into displaying behaviours and adopting operating practices that lead to successful strategy execution


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6. It is in management’s best interest to dedicate considerable effort to building a corporate culture that encourages Behaviours and work practices conducive to good strategy

7. A company’s culture is grounded in and shaped by its core values and the bar it sets for ethical Behaviour

8. A multinational company needs to build its corporate culture around values and operating practices that travel well across borders


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• An underlying assumption in persuasion research is: Shift a person’s attitude in the right direction and Behaviour will follow

Examples:1. If people see the value of wearing their seatbelt

then they are more likely to actually wear it2. If people think that smoking is bad for their

health then they will quit

Do Attitudes Determine Behaviour?

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Attitudes & Behaviour

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Do Attitudes DetermineBehaviour?

• An underlying assumption in persuasion research is: Shift a person’s attitude in the right direction and Behaviour will follow

Examples:1. If people see the value of wearing their seatbelt then

they are more likely to actually wear it2. If people think that smoking is bad for their health

then they will quit

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Basic Questions

• Is there a relationship between attitudes and Behaviour and, if so, how strong is it?

• When might such a relationship exist?• How do attitudes influence Behaviour? In

other words, what is the psychological process?

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Do Attitudes Predict Behaviour? Yes, but not strongly.

• Classic Study of Cheating Relationship between attitudes toward cheating and actual cheating

Behaviour Students took True-False exam then asked to assign themselves a score Instructor also graded the exam Discrepancy between student’s self-assigned score and instructor’s score

was measure of cheating Behaviour• Relationship between attitude toward cheating and actually

cheating close to zero• Those who did poorly more likely to cheat• Analysis of attitude studies showed less than .30 correlation

between attitudes and Behaviour

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Attitude-Behaviour Survey

1. Students should read2. Poverty is a problem3. I should exercise4. I should recycle5. I should not be

dishonest6. I should vote7. Should change strategy

to fight corruption

0

20

40

60

80

100

1 2 3 4 5 6 7

Yes, Important Yes, I acted

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When do attitudes predict Behaviour?• Are there factors that make attitudes more or less

predictive of Behaviour?• 4 Factors that Impact the Relationship:• Qualities of the…Behaviour (General vs. specific)Person (Who is being asked)Situation (When and how are they being asked?)Attitude (How was the attitude formed?)

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Behaviour Being Predicted

• Attitudes and behaviours must be measured at the same level of specificity

• Example: A person’s attitude toward their general health will not predict their propensity to jog

• Specific attitudes will predict specificBehaviours

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Person You Ask

• Certain peoples’ attitudes are more consistent with their Behaviours than others

• Example: High Self MonitorsA high self monitor changes their Behaviour depending on the

situation. A low self monitor behaves the same way across situations

Are you a high self monitor?The Behaviour of low self monitors is consistent with their

expressed attitudes

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Situation in Which You Ask Them• Whether attitudes predict Behaviour may depend on

the context in which you ask the question• Norms can be so strong that it is unlikely that overt

Behaviour will reflect private attitudesExample: People who hate their jobs will still go to work

because of normative and financial incentivesAttitudes toward work predict attendance when obligation to

attend is removedQuestion: How many people would show up if I made one

class “optional”?

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Additional Situational Factors

• Attitudes are more predictive of Behaviour when:People have a vested interest in the issueWhen people are under time pressureWhen situational cues make your attitude

salient (a focus of attention)• Situations can be changed to make attitudes

more predictive

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Job Satisfaction and Performance• Studies have shown consistently that happy workers

are not necessarily more productive• Why do think this is the case?• How can job attitudes become more predictive of

Behaviour at work?Recent study shows that happy workers don’t make firms

more successful, but successful firms make their employees happier

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How do Attitudes Actually Predict Behaviour?

• Two theoretical models that explain why attitudes predict Behaviour

• Theory of Reasoned Action:Theory relevant when the Behaviour is thoughtfully planned

in advance• Attitude-To-Behaviour Process ModelTheory relevant when Behaviour is a spontaneous reaction to

one’s immediate situation

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Decision to Protest New Building• Attitude Formation:Saving trees is important to me. Environmental

protests are effective • Social Pressure:My friends are going to protest and they might not

talk to me if I don’t• Result: I intend to protest and my intention will

result in action

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Decision to Stay Home

• Attitude Formation:Protests never work and there are enough trees in

this city anyway• Social Pressure:My friends think protesting is stupid and they will

think I am weird if I go• Result:I intend to stay home

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Spontaneous Behaviour

• Sometimes people’s attitudes will result in a spontaneous (unplanned) Behaviour

• Example: If you hate cockroaches then you don’t have to think about what to do when you see one

• Reason: Some attitudes are more accessible (memorable) than others

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Attitude Accessibility

• Attitudes guide our interpretation of an object or a situation

• If the attitude is memorable than it will have an immediate impact on our behavior

• If the attitude is not memorable than it will impact our behavior only when recalled

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In Sum

• In general, the relationship between attitude and behavior is weak

• However, it is possible to strengthen this link

• Combine attitude with social pressure• Make attitude memorable

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Foundations of Group Behavior

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Defining and Classifying Groups

FormalCommand Groups

Task Groups

Interest Groups

Friendship GroupsInformal

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Stages of Group Development

Prestage I Stage IForming

Stage IIStorming

Stage IIINorming

Stage IVPerforming

Stage VAdjourning

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Group Behavior Model

ExternalConditions

Performanceand

Satisfaction

GroupTask

GroupStructure

GroupMember

Resources

GroupProcesses

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External ConditionsImposed on the Group

• Overall strategy

• Authority structures

• Formal regulations

• Resources

• Employee selection

• Evaluation-rewards

• Culture

• Work setting

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The Resourcesof Group Members

Knowledge,Skills, andAbilities

PersonalityCharacteristics

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Identity

GroupRoles

Expectations

Conflict Perception

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Performance

GroupNorms

Appearance

Resources Arrangement

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Status in the Group

Culture

EquityNorms

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Size of the Group• Small groups

• Large groups

• Social loafing

• Individual effort

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Group Structure - Size

Group Size

Performance

Other conclusions:• Odd number groups do better

than even.• Groups of 7 or 9 perform

better overall than larger or smaller groups.

Social LoafingThe tendency for individuals to expend less effort when working collectively than when working individually.

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The Compositionof the Group

Diversity CohortsDemography

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High Productivity

Moderate Productivity

Moderate to LowProductivity

LowProductivity

Cohesiveness

Perf

orm

ance

Nor

ms

High Low

Cohesiveness-Productivity Relationship

High

Low

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Effects of Group Processes

PotentialGroup

Effectiveness

PotentialGroup

Effectiveness

Process Losses

Social Loafing

Process Gains

Synergy

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Group Decision Making

Advantages

More Diversity of Views

Increased information

Higher-quality decisions

Improved Commitment

Disadvantages

Dominant Individuals

Unclear Responsibility

Time and money costs

Conformity pressures

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Group Effectivenessand Efficiency

Accuracy Creativity

AcceptanceSpeed

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Group Tasks• Decision-makingLarge groups facilitate the pooling of information

about complex tasks

Smaller groups are better suited to coordinating and facilitating the implementation of complex tasks

Simple, routine standardized tasks reduce the requirement that group processes be effective in order for the group to perform well

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ElectronicNominal

BrainstormingInteracting

Techniques for GroupDecision Making

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Groupthink Groupshift

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Group Decision Making (cont’d)Groupthink

Phenomenon in which the norm for consensus overrides the realistic appraisal of alternative course of action.

Groupshift

A change in decision risk between the group’s decision and the individual decision that member within the group would make; can be either toward conservatism or greater risk.

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Evaluating Group EffectivenessTYPE OF GROUP

Effectiveness Criteria Interacting Brainstorming Nominal Electronic

Number and quality of ideas Low Moderate High High

Social pressure High Low Moderate Low

Money costs Low Low Low High

Speed Moderate Moderate Moderate Moderate

Task orientation Low High High High

Potential for interpersonal conflict High Low Moderate Low

Commitment to solution High Not applicable Moderate Moderate

Development of High High Moderate Lowgroup cohesiveness

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The Importance of Teams in Total Quality Management (TQM)

Teamwork enables various parts of the organization to work together in meeting customer needs that can seldom be fulfilled by employees limited in one specialty TQM recognizes interdependence of various parts of the organization and uses teams as a way to coordinate work Teams provide the capacity for rapid response to changes in customer demands

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Types of TQM Teams


Steering Committees: Responsible for establishing policy for TQM Guiding implementation and evolution of TQM Reviews and adjusts when necessary Top manager overall responsibility

Problem-Solving Teams: Most common Identify and solve specific quality-related problems

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Types of TQM Teams

Cross-functional teams: Members come from several departments and/or functions Problems include a wide variety of functions Teams dismantle after completion of problem Teams receive training in problem-solving, identify and solve problems, and implement solutions

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Types of TQM Teams

Departmental problem-solving teams:

Limited in membership to employees of a specific department Standardized problem-solving methodology Group implements own solution Team stays intact Problems are diverse

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Types of TQM Teams

Self-Managed Teams: SMT replace, rather than complement the traditional organization of work SMT manage themselves; budgeting, scheduling, goal-setting, ordering supplies performance evaluation and hiring Members must possess interpersonal as well as technical skills

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Criteria for Effective Teamwork

Teams must achieve their goal for quality improvement Teams that improve quality performance quickly are more effective than those that take a long time Team must maintain or increase its strength as a unit Team must preserve or strengthen its relationship with the rest of the organization

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Team Membership

Members most important in teams Members must be representative of the

department Members must possess the technical knowledge Members must have problem-solving skills Members must have strong interpersonal skills


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Team Processes

Problem Selection: New teams not skilled enough to solve massive

problems New teams often select problems not associated

with quality Problem Diagnosis: Understanding the symptoms Theorizing as to causesTesting the theories


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Team Processes• Work Allocation: Team needs to assign people tasks that will utilize

their skills to the greatest extent possible Teams need to be aware of status differences

Communication: Carefully assign people to key communication tasks

and training people in communicationUse a variety of mediaCommunication is a series of steps that can be

improvedM.S Ramaiah School of Advanced Studies - Bangalore

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Team Processes

Organizational Support: Management needs to support team effort Management issues a clear charge to the group Team members need adequate training Performance appraisals need to be changed Management must provide team with necessary

resources Selection processes for team members might be

changed


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Emerging leadership perspectives and why are they especially important in today’s organizations?

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Charismatic approaches to leadership. Charismatic leaders, by force of their personal

abilities, can have a profound and extraordinary effect on followers

Characteristics of charismatic leaders include:• High need for power• High feelings of self-efficacy• Conviction in the moral rightness of their beliefs

Emerging Approaches to Leadership

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Negative side versus positive side of charismatic leadership Negative side

• Emphasizes personalized power• Leaders focus on themselves

Positive side.• Emphasizes socialized power• Leaders empower followers


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Conger and Kanungo’s three-stage charismatic

leadership model

Stage 1: the leader critically evaluates the status quo

Stage 2: the leader formulates and articulates future

goals and a idealized future vision

Stage 3: the leader shows how the goals and vision

can be achieved


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Transactional leadership Involves leader-follower exchanges necessary

for achieving routine performance that is agreed upon by leaders and followers

Leader-follower exchanges involve:• Use of contingent rewards• Active management by exception• Passive management by exception• Abdicating responsibilities and avoiding decisions

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Transformational leadership. Leaders broaden and elevate followers’

interests, generate awareness and acceptance of the group’s mission, and stir followers to look beyond self-interests

Dimensions of transformational leadership• Charisma• Inspiration• Intellectual stimulation• Individualized consideration

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Leadership in self-managing work teams. Leaders provide resources or act as liaisons with other

units but without the trappings of authority associated with traditional first-line supervisors

Conditions for creating and maintaining team performance

• Efficient, goal-directed effort• Adequate resources• Competent, motivated performance• A productive, supportive climate• Commitment to continuous improvement and adaptation

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Can people be trained in the new leadership? People can be trained to adopt new leadership

approaches Leaders can devise improvement programs to

address their weaknesses and work with trainers to develop their leadership skills

Leaders can be trained in charismatic skills

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Is new leadership always good? Not always good Negative-side charismatics can have negative

effects on followers Not always needed Needs to be used in conjunction with

traditional leadership Applies at all levels of organizational

leadership


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• Distinguish between effective and ineffective communications• Voice and Body communication• Leadership implies effective influence which means effective

communications• Four interpersonal styles, axes = Dominance and Sociability• Methods of Influencing people of the 4 styles• What is Motivation and Factors Affecting Motivation (individual needs,

Job design and Work Environment)• Manager can motivate staff using motivational techniques like Positive

Reinforcement, Avoidance Learning, Punishment, Staff Participation, Empowering by giving responsibility

• Motivational Theories : Content Theories and Process Theories• Content Theories are mostly related to three need theories (Maslow,

Alderfer, Herzbreg)

Summary

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103

Summary• Process theories include Adams Equity Theory (Less => frustration and More

=> guilt and Vrooms Expectancy Theory (Expectancy, Instrumentality and Valence)

• Important effects of motivation include high satisfaction, high commitment, reduced absenteeism and turnover

• The definition of National Culture alludes to mental programming and behaviour of a group of people

• Culture can be categorized into five dimensions (Power Distance, Individualism, Uncertainty avoidance , Masculinity and Short vs. Long Term Orientation)

• Adaptive cultures are exceptionally well suited to companies with fast-changing strategies and market

• Analysis of attitude studies showed less than .30 correlation between attitudes and Behaviour

• A high self monitor changes their Behaviour depending on the situation. A low self monitor behaves the same way across situations


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Summary• Recent study shows that happy workers don’t make firms

more successful, but successful firms make their employees happier

• Two theoretical models that explain why attitudes predict Behaviour : Theory of reasoned action and Attitude-to-Behaviour Process Model

• Relationship between Attitude and Behaviour, though weak can be strengthened by combining with social pressure and by making attitude memorable

• Groups can be classified into formal (command and task groups) or informal groups (interest group and friendship groups)

• Stages of Group development include forming, storming, norming, performing and adjourning


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Summary• Group behaviour model : External Conditions (Overall Strategy,

Authority Structures, Regulations, Employee Selection etc…) while Resources comprise Knowledge, Skills and Abilities

• Size of Group has an impact on output and can range from small to large to social loafing to individual effort

• Group Decision making advantages versus disadvantages• GroupThink (Consensus) and Group Shift (Individual’s risk versus

Group’s risk taking attitude)• Interacting type of group scores high marks on several dimensions

Nominal group scores moderate while Electronic and Brainstorming groups score moderate to low on several dimensions

• TQM recognizes interdependence of various parts of the organization and uses teams as a way to coordinate work

• Types of TQM teams include Steering Committee, Problem Solving Teams, Cross Functional Teams, Departmental Problem Solving Teams

• Team Process includes Problem selection, diagnosis, work allocation, communication and Organizational Support


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Summary• Emerging forms of Leadership include charismatic (personal

characteristics of leader) Transactional Leadership (active and passive management techniques) Transformational Leadership (leaders broaden and elevate followers’ interest to look beyond self-interest)

• Another type of emerging leadership form is Leadership in self-managing work teams– Leaders provide resources or act as liaisons with other units but without

the trappings of authority associated with traditional first-line supervisors


Documents

Influencing