Psychology
More financially successful and bring higher quality products and services to market at faster rate. Transformational leaders tend to foster leader-member exchange relationships that are of higher quality, marked by especially strong levels of mutual respect and obligation.
Attributions and Leadership
Attribution theory believes that individual will understand why others do that way. Employees will observe and possess qualities or abilities of a leader. The leader will understand the employee’s way of thinking, and will develop personal statement about how they do it in working environment, what they do and will develop that kind of opinion by seeing the employee working in the environment. Leader forms an opinion based on effort that the person has, it could be rather good or bad. Everything is dependent on a person.
Ohio State Studies/Initiating Structure and Consideration
Initiating Structure – The extent to which a leader is likely to define and structure his or her role and those of subordinates in the search for goal attainment.
Consideration – The extent to which a leader is likely to to have job relationships characterized my mutual trust, respect for subordinates’ ideas, and regard for the feelings.
Theory X and Y
Douglas McGregor said that managers hold one of two sets of assumptions about human nature: either Theory X or Theory Y. Seeing people as irresponsible and lazy, managers who follow Theory X assume the following: Employees inherently dislike work and will try to avoid it. Since employees dislike work, they must be coerced, controlled, or threatened to achieve goals. Employees avoid responsibilities and seek formal direction, if possible. Most workers place security above all other work-related factors and will display little ambition (Sidle)
Since they see people as responsible and conscientious, managers who follow Theory Y assume the following: Employees can view work as being as natural as rest or play, when committed to their objectives, people will exercise self-direction and self-control, the average person can learn to accept, even seek, responsibility, many workers besides managers have innovative decision-making skills (Sidle)
No hard evidence confirms that either set of assumptions is universally true. It is more likely that the assumptions of Theory X or Theory Y may or may not be appropriate, depending on the situation at hand (Sidle)
How Leaders can reduce the Rationalization of Fraudulent Behavior in Organizations
(And the Six Rationalization Strategies).
Rationalizations are mental strategies that allow employees (and others around them) to view their corrupt acts as justified. Employees may collectively use rationalizations to neutralize any regrets or negative feelings that emanate from their participation in unethical acts. Further,
rationalizations are often accompanied by socialization tactics through which newcomers
entering corrupt units are induced to accept and practice the ongoing unethical acts and
their associated rationalizations. Six Rationalization Strategies: Denial of responsibility, denial of injury, denial of victim, social weighting, appeal to higher loyalties, metaphor of the ledger (Edmans).
Substitutes for Leadership
Situational characteristics that reduce the extent to which subordinates need to rely on their leaders/managers for routine decisions. Characteristics for subordinates to rely on: intrinsic satisfaction, professional standards, being cohesive, self-managed, supportive work teams, being well experienced, well trained employees.
LifeCycle Theory of Leadership/Situational Model of Leadership
The fundamental underpinning of the situational leadership theory is that there is no single "best" style of leadership. Effective leadership is task-relevant, and the most successful leaders are those that adapt their leadership style to the maturity ("the capacity to set high but attainable goals, willingness and ability to take responsibility for the task, and relevant education and/or experience of an individual or a group for the task") of the individual or group they are attempting to lead or influence [1].
Lewin’s 3 Step Model
Unfreezing may be sudden and unplanned. For example, an unexpected disaster can make local public question the established order of things. It can occur at the individual level. For example, a clinician confident in their professionalism and development of methods of treating them, one may be shocked by himself collected data on clinical outcomes, unexpected and disappointing. It may be carried out at the level of the group and the result of informal conversations, comparisons with colleagues from other organizations or the conflict of interests between the various professions, and may also be the result of external influences emanating from individual patients or organizations, such as the professional association of physicians or other specialty. However, the manager decided to make changes, cannot wait until there will be similar to the "unfreezing" of the event. He must look for ways to improve the intervention of the current situation, identify possible sources of resistance to proposed changes and find ways to overcome this resistance.
Movement
Practical implementation of the changes, which requires careful planning and wise management.
For successful implementation of change is not enough to have a good idea and inspire its actors, you must also change the strategy agreed with the basic features of the situation.
It is necessary to monitor the process of change and to take timely corrective action.
Without careful management of stage 2 cannot be successfully performed. Remember that before the completion of the changes you will have to allocate their resources between the old and new management methods and, of course, controlled by the process of implementing change.
Refreezing
As a result of the individual experiments or in the process of adaptation to the consequences of "melting ice" events sometimes comes successes. Understanding these advances may lead to the development of strategies for change, which can then be transformed into action, allowing to conduct business practices, consistent with the emerging future, not with receding past. In the process of learning takes practice, which allows to improve the strategy and initiate new activities.
Edmans, -The Link Between Job Satisfaction and Firm Value lication’s for Corporate Social
The implications for whether managers should invest in increasing job satisfaction (for example, through implementing an HPWS) are double- edged. Job satisfaction is positively correlated with shareholder returns, but only in the long run. Even if managers are able to obtain external verification for their firms' levels of job satisfaction, for example through the Best Companies survey or outside consultants, the effect on the stock price is unlikely to be immediate. Even if intangible assets are independently verified and widely publicized, the market appears not to fully value them. In addition to the time lag between achieving high job satisfaction and this quality being valued by the stock market, it also takes time for managerial actions to feed through into job satisfaction. Firms cannot simply implement these best practices immediately: They do not start with a blank sheet of paper, and HPWSs take time to develop. For example, changing from a unitarist to a pluralist system may take several years as the system is likely embedded in the organizational culture.
Organizational Conflict & OD Interventions
Organizational conflict - a conflict that arises between employees, teams of organizations in their joint work of opposites (mismatch) of interest, lack of consent, even confrontation in resolving any business matters. For the collective organization it is normal healthy conflict. Whatever the nature of the conflict, the manager must be able to manage it. The main thing in this case - does not make organizational conflict grow up in personal fight between the employees.
OD Interventions:
Problem Identification, Consultation with a behavioral scientist, Date gathering and preliminary diagnosis, feedback to client, joint diagnosis, joint action planning, action and data gathering after action.
Leading Change: Internalization v. Compliance
Internalization is the process of transformation of external real action, properties of objects, and forms of social communication in stable internal personality traits developed through the assimilation of the individual in society (community) norms, values, beliefs, attitudes, perceptions, and so on.
Compliance - the real security system business and its shareholders from foreign corruption, as well as the abuse and not the effective management of the organization on the part of its top managers.
Reference
[1] Hersey, P. and Blanchard, K. H. (1977). Management of Organizational Behavior 3rd Edition– Utilizing Human Resources. New Jersey/Prentice Hall.
Sidle, Stuart. 'Leadership And Power'. 2014. Presentation.
Edmans, Alex. The Link Between Job Satisfaction And Firm Value, With Implications For Corporate Social Responsibility. 1st ed. 2012. Web. 16 Nov. 2014.
