LEADERSHIP COMMUNITY

LEADERSHIP IN CULTURE
For organizational success, leadership development and organizational culture are important Leadership development refers to any activity that enhances the quality of leadership within an individual or organization. Organizational culture describes the attitudes, experiences, beliefs and values of an organization.

OC is the specific collection of values and norms that are shared by people and groups in an organization and that control the way they interact with each other and with stakeholders outside the organization..

Organization Culture refers to a system of shared meaning held by members that distinguishes the organization from other organizations. Culture has its origin in the organizational interaction

GUIDELINES FOR A CULTURAL CHANGE

Formulate a clear strategic vision Display Top-management commitment Model culture change at the highest level Modify the organization to support organizational change Select and socialize newcomers and terminate deviants Develop ethical and legal sensitivity

An effective leadership is required to incorporate such changes HRD becomes important to support the changes Learning organizations , willing to incorporate innovations in culture, should be there.

A Learning Organization is one in which people at all levels, individuals and collectively, are continually increasing their capacity to produce results they really care about." Focus on creativity, positive attitude, innovation, experimentation , new ideas, etc.

Teamwork is essential

Assessment becomes important

Followship
Accepts direction and instruction Is responsible, loyal and dependable Is creative and resourceful Is a team player Does not compete with leaders Does not give up or agree for everything

Qualities of a good follower overlap those of a good leader. Followship, like leadership, is a role each of us must assume from time to time

Power
Ability to get things done the way one wants them to be Probability of one actor in a social relationship will be position to carry out his own will despite of the resistances offered

Capability of one person to influence others behavior such that he does something which he would not do otherwise.

Sources of Power
Interpersonal Structural

Reward power: - Compliance achieved based on the ability to distribute rewards that others view as valuable. Able to give special benefits or rewards to people. You might find it advantageous to trade favors with him or her.

Legitimate power: The power a person receives due to position in the formal hierarchy of an organization. The person has the right, considering his or her position and your job responsibilities, to expect you to comply with legitimate requests.

Expert power: Influence based on special skills or knowledge. This person earns respect by experience and knowledge. Expert power is the most strongly and consistently related to effective employee performance.

Referent power: Influence based on possession by an individual or desirable resources or personal traits. You like the person and enjoy doing things for him or her.

Coercive power: Power that is based on fear. A person with coercive power can make things difficult for people. These are the persons that you want to avoid getting angry. Employees working under coercive managers are unlikely to be committed, and more likely to resist the manager.

Leadership power is much more than the use of force. It is influencing others to truly WANT to achieve a goal.

SITUATIONAL LEADERS
a situational leader is one who can adopt different leadership styles depending on the situation.

Ken Blanchard and Paul Hersey created a model for Situational Leadership

Directing Leaders define the roles and tasks of the 'follower', and supervise them closely. Decisions are made by the leader and announced, so communication is largely one-way. Coaching Leaders still define roles and tasks, but seeks ideas and suggestions from the follower. Decisions remain the leader's prerogative, but communication is much more two-way.

Supporting Leaders pass day-to-day decisions, such as task allocation and processes, to the follower. The leader facilitates and takes part in decisions, but control is with the follower. Delegating Leaders are still involved in decisions and problem-solving, but control is with the follower. The follower decides when and how the leader will be involved.

DEVELOPMENT LEVEL OF FOLLOWER D4 High Competence High Commitment Experienced at the job, comfortable with their own ability to do it well. May even be more skilled than the leader. D3 High Competence Variable Commitment Experienced and capable but may lack the confidence to go it alone, or the motivation to do it well / quickly

D2 Some Competence Low Commitment May have some relevant skills, but won't be able to do the job without help. The task or the situation may be new to them. D1 Low Competence Low Commitment Generally lacking the specific skills required for the job in hand, and lacks any confidence and / or motivation to tackle it.

Steps in situational leadership

Make an overview per employee of his /her tasks. Assess the employee on each task.(D1D4) Decide on the leadership style per task. Discuss the situation with the employee. Make a joint plan.

Strengths of the leadership model

Easy to understand Easy to use.

Limitations of the situational leadership model

Fails to distinguish b/w leadership and mngt. Decision making is not the chief task of a leader. Focuses too exclusively on what a person does. Leaders and managers have to behave in a different way.

Assumptions of situational leadership model

Leaders should adapt their style to follower MATURITY There are 4 leadership styles Leader should put more/less focus on the task in hand or the relation with the follower. Assumes that leadership is about how the boss makes decision.

Leaders create resonance

Comes from the Latin word resonare (again creating sound). They speak authentically about their own values, direction, priorities and resonate with the emotions of the surrounding people.

6 leadership styles

These are styles, not types. Any leader can use any style, and a good mix that is customized to the situation is generally the most effective approach.

The Visionary Leader

The Visionary Leader moves people towards a shared vision, telling them where to go but not how to get there - thus motivating them to struggle forwards. They openly share information, hence giving knowledge power to others. They can fail when trying to motivate more experienced experts or peers. This style is best when a new direction is needed. Overall, it has a very strong impact on the climate.

The Coaching Leader

The Coaching Leader connects wants to organizational goals, holding long conversations that reach beyond the workplace, helping people find strengths and weaknesses and tying these to career aspirations and actions. They are good at delegating challenging assignments, demonstrating faith that demands justification and which leads to high levels of loyalty. Done badly, this style looks like micromanaging. It is best used when individuals need to build long-term capabilities.

The Affiliative Leader

The Affiliative Leader creates people connections and thus harmony within the organization. It is a very collaborative style which focuses on emotional needs over work needs. When done badly, it avoids emotionally distressing situations such as negative feedback. Done well, it is often used alongside visionary leadership. It is best used for healing rifts and getting through stressful situations. It has a positive impact on climate.

The Democratic Leader

The Democratic Leader acts to value inputs and commitment via participation, listening to both the bad and the good news. When done badly, it looks like lots of listening but very little effective action. It is best used to gain buy-in or when simple inputs are needed ( when you are uncertain). It has a positive impact on climate.

The Pace-setting Leader

The Pace-setting Leader builds challenge and exciting goals for people, expecting excellence and often exemplifying it themselves. They identify poor performers and demand more of them. If necessary, they will roll up their sleeves and rescue the situation themselves. They tend to be low on guidance, expecting people to know what to do. They get short term results but over the long term this style can lead to exhaustion and decline. It is best used for results from a motivated and competent team. It often has a very negative effect on climate (because it is often poorly done).

The Commanding Leader

The Commanding Leader soothes fears and gives clear directions by his or her powerful stance, commanding and expecting full compliance (agreement is not needed). They need emotional self-control for success and can seem cold and distant. This approach is best in times of crisis when you need unquestioned rapid action and with problem employees who do not respond to other methods.

Thanksall the best for exams!!!