Management of Organizational Behavior: Leading Human Resources

Situational Approaches to Leadership Tannenbaum-Schmidt Continuum of Leader Behavior Fiedler,s Contingency Model House-Mitchell Path-Goal Theory Vroom-Yetton Contingency Model Hersey-Blanchard Tridimensional Leader Effectiveness Model Effectiveness Dimension Instrumentation What about Consistency? Attitude versus Behavior Summary Chapter 6 Determining Effectiveness Management Effectiveness versus Leadership Effectiveness Successful Leadership versus Effective Leadership What Determines Organizational Effectiveness? Causal Variables Intervening Variables Output, or End Result, Variables Long-Term Goals versus Short-Term Goals Organizational Dilemma Participation and Effectiveness Management by Objectives Style and Effectiveness Chapter 7 Situational Leadership(R) Situational Leadership(R) The Center for Leadership Studies Basic Concept of Situational Leadership(R) Performance Readiness(R) of the Followers or Group Performance Readiness(R) Defined Going from R1 to R2 to R3 Selecting Appropriate Styles Matching Performance Readiness(R) Level 1 with Leadership Style 1-Telling Matching Performance Readiness(R) Level 2 with Leadership Style 2-Selling Matching Performance Readiness(R) Level 3 with Leadership Style 3-Participating Matching Performance Readiness(R) Level 4 with Leadership Style 4-Delegating Appropriate Leadership Styles Application of Situational Leadership(R) Determining Appropriate Style Effective Task Statements Direction of Performance Readiness(R) Change Instruments to Measure Performance Readiness(R) Components of Leadership Style Chapter 8 Situational Leadership(R): The Perception, and Impact of Power Power Defined Position Power and Personal Power Selling within Your Own Organization Additional Bases of Power The Perception of Power Get the Information Out Performance Readiness(R), Styles, and Power Bases Coercive Power-The Perceived Ability to Provide Sanctions, Punishment, or Consequences for Not Performing Connection Power-The Perceived Association of the Leader with Influential Persons or Organizations Reward Power-The Perceived Ability to Provide Things That People Would Like to Have Legitimate Power-The Perception That It Is Appropriate for the Leader to Make Decisions because of Title, Role, or Position in the Organization Referent Power-The Perceived Attractiveness of Interacting with the Leader Information Power-The Perceived Access to, or Possession of, Useful Information Expert Power-The Perception That the Leader Has Relevant Education, Experience, and Expertise Is There a Best Type of Power? Power Bases and Performance Readiness(R) Level Integrating Power Bases, Performance Readiness Level, and Leadership Style through Situational Leadership(R) The Situational Use of Power Developing Sources of Power Sources of Power Eroding Sources of Power Do You Want Power? Other Views on Differences between Men and Women Managers What about Empowerment? The Power Perception Profile Development of the Power Perception Profile Uses of the Power Perception Profile Chapter 9 Situational Leadership(R): Training and Development Increasing Effectiveness Breaking the Ineffective Cycle Developmental Cycle What,s in It for the Manager? What Do We Want to Influence? How Is the Person Doing Now? Determining Performance Readiness(R) Increasing Performance Readiness(R) Successive Approximations Time and the Developmental Cycle Chapter 10 The Situational Leader and Constructive Discipline The Regressive Cycle Relationship between Ability and Willingness in the Developmental and Regressive Cycles Some Things to Remember When Disciplining an Individual Making the Intervention Timely Varying the Emotional Level Focusing on Performance Be Specific; Do Your Homework Keep It Private Punishment and Negative Reinforcement Extinction When to Use Punishment or Extinction An Example of Using Behavior Modification Problems and Their Ownership-Who,s Got the Problem? Problem Ownership and Situational Leadership(R) Positive Discipline Summary Chapter 11 Self-Awareness and Leadership Style Leadership and Self-Awareness Johari Window Feedback Disclosure Building Self-Perception through the LEAD Feedback Leadership Style Style Range, or Flexibility Style Adaptability Flexibility: A Question of Willingness Is There Only One Appropriate Styles? Self-Perception Versus Style Is it too late? LEAD Profile Results Sample Two-Style Profile Wide Flexibility Reference to Situational Leadership(R) Style Profile 1-2 Style Profile 1-3 Style Profile 1-4 Style Profile 2-3 * Style Profile 2-4 Style Profile 3-4 Determining the Leadership Style of a Manager Contracting for Leadership Style Adding the Contracting Process An Example-Contracting for Leadership Styles in a School Using the Performance Readiness(R) Style Match Summary Chapter 12 Effective Communication How Important Is Effective Communication? Communication Models The Linear Model The Interactional Model The Transactional Model Active Listening Pacing, Then Leading How to Test for Rapport Organizational Communication Patterns of Communication Is There a "Best" Pattern of Communication? Gender and Generational Communication Differences Communication Across Cultures When Communication Falters Sumary Chapter 13 Leading Effective Teams Teams as a Competitive Strategy Definitions and Distinctions Team Basics Obstacles to Effective Team Performance Lack of Emotional Intelligence Lack of Leadership Skill Leadership in a Team Environment Team Problem-Solving Modes Helping and Hindering Roles S1 (HT/LR) Competency S2 (HT/HR) Competency S3 (HR/LT) Competency S4 (LR/LT) Competency Summary Chapter 14 Implementing Situational Leadership(R): Managing Performance Defining Organizational Performance Managing Individual Performance Feedback and the 360 Degree Assessment Process Performance Management Using the ACHIEVE Model Summary Chapter 15 Implementing Situational Leadership(R): Building Commitments How Your Brain Makes Decisions Decision Making in Context Decision Style Decision Making and Leader Latitude Building Commitments Commitment to the Customer Commitment to the Organization Commitment to Self Commitment to People Commitment to the Task Managerial Excellence Chapter 16 Planning and Implementing Change General Framework for Understanding Change Diagnosis (Why Change?) Implementation - Getting from Here to There Lewin,s Change Process Force Field Analysis Schein,s Psychological Safety First-Order and Second-Order Change Change Cycles Levels of Change Participative Change Directive Change Is There a "Best" Strategy for Change? Advantages and Disadvantages of Change Cycles Change Process - Some Examples Chapter 17 Leadership Strategies for Organizational Transformations Characteristics of Organizational Transformation Transformational Leadership Personal Commitment to the Transformation by the Leadership Firm, Relentless, and Indisputable Communication of the Impossibility of Managing the Status Quo Clear and Enthusiastic Communication of an Inspiring Vision of what the Organization Could Become Timely Establishment of a Critical Mass of Support for the Transformation Acknowledging, Honoring, and Dealing With Resistance to the Transformation Defining and Setting Up an Organization That Can Implement the Vision Regular Communication of Information about Progress and Giving Recognition and Reward for Achievements No One "Ideal" Way for Organization Transformation Organizational Readiness for Transformation Transformational Leadership Actions Transformation Leadership Strategies The Situational Leadership(R) for Transformation Model Power Bases for Transformation Leadership Chapter 18 The Organizational Cone Vision Energy Vision Triggers Focusing and Directing the Energy Mission, Purpose and Stakeholders Strategy, Mindset and Culture Goals, Processes and Team Spirit Roles, Tasks and Relations The Organizational Cone Model Management - Position Power - Compliance Leadership - Personal Power - Commitment Alignment and Attunement in a Chaotic Environment Time Frame and Room for Creativity Quality - Customer Expectation and Perception Summary Index