The Leadership Challenge - East Tennessee State University

The Leadership Challenge - East Tennessee State University

Fall 2008 A.M.B.A. MGMT 5230 Dr. Moore 5 Practices of Exemplary Leadership: Model the Way Inspire a Shared Vision Challenge the Process Enable Others to Act Encourage the Heart If you dont believe in the messenger, you wont believe the message, (p.38)

Is credibility a prerequisite to influence? Is there a specific level of influence commensurate with a level of credibility? Credibility is defined as: Honest, ForwardLooking, Inspiring, Competent, & Intelligent, (p. 30) Other aspects which augment influence? Zone of Indifference?

Follower Characteristics Lower self esteem, moderate attitudes, & good mood Leader Characteristics Trustworthy, attractive, & expertise Message Non-threatening

& acknowledging Zone of Indifference The range in which attempts to influence a person will be perceived as legitimate and will be acted on without a great deal of thought 2 Aspects 1) Number of people 2) Variety of topics

Leading means you have to be a good example, and live what you say (p.15) Words and deeds must be consistent (p.16) Leaders are supposed to stand up for their beliefs, so theyd better have some beliefs to stand up for (p.15) To become a credible leader you have to comprehend fully the deeply held beliefsvalues, principles, standards, ethics, and ideals-that drive you, (p.48)

Central Themes in the Values of Successful Organizations: High performance standards A caring attitude about people A Affective Commitment

sense of uniqueness and pride Group Cohesion Clockwork & Snakepit Cultures Money & Time Shared visions entail the leader being able to allow followers to see themselves in the picture of the future that the leader is painting, (p.117). Determine Whats Meaningful to Others: The leader must value Reflective Listening

and respect the follower Be expressive in your communication with others (Charisma) How does this relate to the Path-Goal Theory of Leadership? Leadership creates change by questioning the status quo and choosing to view change as a challenge rather than a stressful event

Leaders are high in self-efficacy (i.e. they believe in their ability to create change) Leaders set lofty S.M.A.R.T. goals Change must be meaningful and purposeful 360-degree self-actualization Leaders are open to external ideas Main

reason executives fail? Leaders take risks Learn from small successes and failures Do entrepreneurs have low risk aversion? Knowledge is power Leaders continually learn and grow The more youre engaged in learning the more successful you are at leading, (p.203)

Empowerment and the democratic style Develops self-determination (autonomy) Augments follower competence and confidence Gives followers voice Followers take accountability You cant exhort people to take risks if they dont also feel safe (p.19) Allowing people to fail is main strategy to combat escalation of commitment

Leaders gratify followers high-order needs Esteem Personal creative recognition Valence value an individual places on particular reward Social, affiliation Get to know your followers personally

LMX Achievement Pygmalion (p.283) Celebrate and have fun Do fun team-building activities Develop relationships

First, lead yourself Choose to be a socialized leader everyday (say no to hubris) Leadership is learned? ABC Theoretical model Social learning & direct experience

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