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Leadership & Managerial Roles - Coggle Diagram
Leadership & Managerial Roles
Leadership & Organizational Culture
Conceptions & Dimensions of Organizational Culture
Schein (1992)
Key Dimensions
Organization's relation to its environment
The nature of reality & the basis for decisions
The nature of human nature
The nature of human activity
Levels
Artifacts & creations (most observable)
Basic values (less observable)
Basic assumptions (most basic & least observable)
Hofstede et al. (1990): Dimensions
Risk tolerance
Control
Reward criteria
Unit integration
Conflict tolerance
People focus
Means-ends orientation
Group emphasis
Open-systems focus
Member identity
The Communication of Culture
Symbol
Language
Narratives
Practices & events
Leading Cultural Development
Employ stories about events & people
Develop formal statements of the organizational philosophy
Design physical spaces to communicate the culture
Approach cultural leadership as comprehensive organizational change
Coordinate organizational systems & procedures with cultural messages
Practice deliberate role modeling, teaching, & coaching
Establish effective criteria for granting rewards/status, for selection & promotion of employees, and for punishment
React to critical incidents & organizational crises in ways that send appropriate cultural messages
Coordinate organizational designs & structures with cultural messages
Make clear what leaders will monitor, ignore, measure, or control
Leadership & Management in Public Organizations & Government
Leadership Context Elements
Jurisdiction-wide rules
Legislative & interest-group alliances with subgroups & organization's individuals
Control by stakeholders over resource & policy decisions, strong demands for accountability
Influence of the press & media coverage
Short tenure of top executives
Absence of clear performance measures, broad range of interests & issues in decision-making
Does Context Affect Performance & Behavior?
Overall Mixed Evidence
Goals & performance criteria are vague
Surveys of Leadership Practices
Public employees & managers express favorable impressions of their agencies' leadership practices
Contingencies & Variations
The level of manager & the institutional context make a big difference
Public managers must balance managerial tasks with policymaking while handling the political & institutional environment
Attention to Management & Leadership
Government managers work very hard
Officials report that they devote substantial amounts of time to managerial roles
Effective Leadership in Government: A Typology of Public Executives (Marmor & Fellman, 1986)
Administrative Survivors
Low commitment to goals, little effective leadership
Program Zealots
High goal commitment but low skills, likely unsuccessful administrators
Program Loyalists
Highly skilled managers with strong goal commitments, most likely candidates for impact
Generalist Managers
Low commitment to program goals
Modeling & Assessing Public Management: Stabilizing Factors & Networks - O'Toole & Meier (1999, 2011)
Stabilizing factors (hierarchy, formal authority) act against external shocks and help coordinate efforts of many actors
Public managers deal with networks of other authorities, which increase complexity & instability in the environment
Management involves motivating, coordinating, & providing stability. It also involves changing structure & exploiting opportunities in the environment to improve performance
Stabilizing factors (increasing certainty) & networks (increasing fluidity & uncertainty) treated as poles on a continuum
Leadership Theories in Management & Organizational Behavior
Leader-Member Exchange (LMX)
Dyadic relationships between leaders & subordinates
Development of low- & high-exchange relationships
Operant Conditioning & Social Learning Models
Behavioral observations over inferences/opinions
Attribution Models
Leaders form valid impressions of colleagues & subordinates
Cognitive Resource Utilization
Directive behaviors affect group performance, taking into account the leader's ability
Life-Cycle Theory
Leadership styles must fit the organization's maturity
Fiedler's Contingency Theory of Leadership
Key Contingencies
Position power of the leader
Task structure
Leader-member relations
Leader Match Procedure
Leaders assess their styles & situations and then change the situations to make them better fit their styles
Least Preferred Coworker (LPC) Scale
Distinguish styles of leadership
Low- vs. high-LPC leaders
Vroom-Yetton Normative Model
Decision tree as guidance for leaders
The Path-Goal Theory of Leadership
Directive leadership
Clear tasks
Supportive leadership
Achievement-oriented leadership
Participative leadership
Ohio State Leadership Studies
Consideration
Initiating structure
Empirical research on leadership
Blake & Mouton Managerial Grid
Authority-obedience management
Impoverished management
Team management
Country club management
Trait Theories
Difficult to find common traits of excellent leaders
Leaders have various talents & dispositions
The Nature of Managerial Work & Roles
Allison (1983): Functions of General Mangement
Managing internal components
Organizing, staffing, directing, controlling performance
Managing external constituencies
External units subject to common authority
Independent organizations
The press & the public
Strategy
Devise operational plans
Establish objectives/priorities
Mintzberg (1972): Executive Roles
Informational
Disseminator
Monitor
Spokesperson
Decisional
Disturbance handler
Resource allocator
Entrepreneur
Negotiator
Interpersonal
Leader
Liaison
Figurehead
Whetten & Cameron (2002): Management Skill Topics
Effective delegation & joint decision-making
Manage conflict
Improve employee performance, motivating others
Creative problem solving
Manage personal stress
Establish supportive communication
Gain power & influence
Improve group decision-making
McCauley et al. (1989): The Benchmarks Scales
Resourcefulness, determination, quick study
Relationships, leadership, compassion/sensitivity
Straightforwardness & composure
Setting developmental climate
Confront problem subordinates
Team orientation
Personal life vs. work balance
Decisiveness
Self-awareness
Hire talented staff
Put people at ease
Flexible acting
Charismatic Leadership
Leaders display charismatic leadership when they
Display self-sacrifice & risk-taking in pursuit of their vision
Advocate a vision differ from status quo, but followers accept
Act in unconventional ways in pursuit of their vision
Display confidence in ideas & proposals
Use persuasive appeals (rather than formal authority) to influence followers
Assess context & find opportunities for novel strategies via capacity
Transformational Leadership
Transformational Behaviors
Idealized influence
Intellectual stimulation
Individualized consideration
Inspirational motivation
Transactional Behaviors
Contingent reward
Passive management by exception
Active management by exception