Matching Pairs mgmt 12-15 leftoversOnline version mgmt 12-15 leftovers by Ryan Brown 1 Practical Lessons from Research 2 Physical Barriers 3 Applying Situational Theories 4 Takeaways from Behavioral Styles Theory 5 Maintaining Ethical Transformational Leadership 6 Bad Impressions 7 identified two critical dimensions of leader behavior 8 Practical Research Insights 9 Listening 10 Role of Followers in the Leadership Process 11 Managerial Implications 12 Make Politics Work for You Commitment is more likely when people rely on strong rational persuasion and do not rely on pressure and coalition tactics Ingratiation improved short-term but reduced long-term sales goal achievement Subtle flattery and agreeing with the other person’s opinion were shown to increase the likelihood of executives being recommended to sit on boards of directors Commitment is more likely when the influence attempt involves something important and enjoyable Credible people tend to be the most persuasive Employees are more apt to accept change when managers rely on a consultative strategy Create a simple slogan that captures your idea Get your idea on the agenda Score small wins early and broadcast them widely Form alliances with people who have the power to decide, fund, and implement Persist and continue to build support Respond and adjust Lock it in Secure and allocate credit Process of actively decoding and interpreting verbal messages Create and enforce a clearly stated code of ethics Recruiting, selecting, and promoting people who display ethical behavior Develop performance expectations around the treatment of employees Train employees to value diversity Identify, reward, and publicly praise employees who exemplify high moral conduct Consideration: creating mutual respect and trust with followers Initiating structure: organizing and defining what group members should be doing Expert and referent power had a generally positive effect Reward and legitimate power had a slightly positive effect Coercive power had a slightly negative effect Identify important outcomes Identify relevant leadership types/behaviors Identify situational conditions Match leadership to the conditions at hand Determine how to make the match Doing only the minimum Having a negative mind-set Overcommitting Taking no initiative Waiting until the last minute to deliver bad news Time zone differences Telephone-line static Distance from others Crashed computers Office design Leader behaviors can be systematically improved and developed There is no one best style of leadership The effectiveness of a particular leadership style depends on the situation at hand Critical for followers to understand their boss Followers need to understand their own strengths and weaknesses Followers should build on mutual strengths to accommodate the leader’s expectations The establishment of a positive vision of the future—inspirational motivation— should be considered a first step at applying transformational leadership The best leaders are both transformational and transactional Transformational leadership influences group dynamics and group-level outcomes Transformational leadership works virtually
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