Differences between management and leadership?
Management
Coping with complexity (planning, organizing, problem-solving, determining budgets)
Leadership
Coping with change (providing direction, aligning people, motivating, inspiring)
Coping with complexity (planning, organizing, problem-solving, determining budgets)
Leadership
Coping with change (providing direction, aligning people, motivating, inspiring)
Tags: deck 4, leadership
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Definition of leadership?
“The ability to influence, motivate, and enable others to contribute to the effectiveness and success of the organization”
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Phase model of leadership behavior in innovation processes
1. Initiation phase > Nurturing
encouraging safety and ideas, being supportive, being open-minded, ensuring a non-judgemental climate
2. Discussion phase > Developing
obtaining opinions, evaluating proposals, agreeing implementation plans, pushing plans forward
3. Implementation phase > Championing
selling the proposal to all groups affected, gaining commitment, ensuring participation in implementation
4. Routinization phase > Validating/modifying
checking effectiveness, identifying weak links, modifying and improving the innovation
encouraging safety and ideas, being supportive, being open-minded, ensuring a non-judgemental climate
2. Discussion phase > Developing
obtaining opinions, evaluating proposals, agreeing implementation plans, pushing plans forward
3. Implementation phase > Championing
selling the proposal to all groups affected, gaining commitment, ensuring participation in implementation
4. Routinization phase > Validating/modifying
checking effectiveness, identifying weak links, modifying and improving the innovation
Tags: deck 4, leadership
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Transformational leadership style vs. Transactional leadership style
Transformational leadership: visionary, inspirational and stimulating leadership engendering higher levels of employee performance and satisfaction
Transactional leadership: exchange-oriented leadership (reward or punishment for good or poor performance)
Transactional leadership: exchange-oriented leadership (reward or punishment for good or poor performance)
Tags: deck 4, leadership, transformational and transactional
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Why is Burns "two ends of one continuum" model of transformational and transactional leadership mumpitz?
leaders are sometimes high on both transactional and transformational leadership or low on both!
Tags: deck 4, leadership, transformational and transactional
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How look the current model of "transformational and transactional leadership"?
Augmentation effect: Increase in subordinate performance if supervisors exhibit transformational leadership in addition to transactional leadership
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Results leadership style study:
Transformational and transactional leadership together explained an impressive 34% of the differences in unit performance (% of achieved goals after 1 year)
Transformational leadership positive performance predictor
All 3 transactional factors negative performance predictors!
Transformational leadership more positively predicted performance when “support for innovation“ (team climate factor) was high
Transformational leadership positive performance predictor
All 3 transactional factors negative performance predictors!
Transformational leadership more positively predicted performance when “support for innovation“ (team climate factor) was high
Tags: deck 4, leadership, results
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What is Leader-Member-Exchange (LMX)?
dyadic leadership approach based on social exchange theory (leader may develop exchange relationships differing in quality with different subordinates)
High-quality LMX:
High-quality LMX:
- high-quality relationship between supervisor and employee;
- high level of mutual trust, respect and loyalty; greater participation and freedom
Tags: deck 5, leadership, LMX
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Results of LMX studies?
High-quality LMX positively related to innovation directly and indirectly via enhanced ‘support for innovation’ (climate)
Tags: deck 5, leadership, LMX
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What is Authentic leadership?
Authentic leaders are:
- Are aware of their own personal values and beliefs and act in accordance to them
- Are trustworthy and ‘of high moral character‘
- Support self-awareness and personal development among themselves and their followers
Tags: deck 5, leadership
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What is the effect of authentic leadership?
authentic leadership positively associated with job satisfaction,
voluntary extra effort, performance and sales
authentic leadership should be positively related to subordinates' engagement and creativity
e.g. because of enhanced intrinsic motivation and the use of balanced
voluntary extra effort, performance and sales
authentic leadership should be positively related to subordinates' engagement and creativity
e.g. because of enhanced intrinsic motivation and the use of balanced
Tags: authentic, deck 5, leadership, results
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4 factors of authentic leadership?
1. Self-awareness
Understand own strengths and weaknesses and one’s influence on others
2. Relational transparency
Show one’s ‘true self’ and reveal one’s real thoughts and feelings
3. Balanced processing
Ask for opinions that challenge own assumptions and analyze all
relevant input before making decisions
4. Moral perspective
Show behavior in accordance to one’s personal values rather than
external pressures
Understand own strengths and weaknesses and one’s influence on others
2. Relational transparency
Show one’s ‘true self’ and reveal one’s real thoughts and feelings
3. Balanced processing
Ask for opinions that challenge own assumptions and analyze all
relevant input before making decisions
4. Moral perspective
Show behavior in accordance to one’s personal values rather than
external pressures
Tags: authentic, deck 5, leadership
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Flashcard set info:
Author: Florian
Main topic: BWL
Topic: Human Side of Innovation
School / Univ.: TU Berlin
City: Berlin
Published: 13.07.2013
Tags: Innovation
Card tags:
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additional (1)
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between teams (1)
brainstorming (4)
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creativity (14)
culture (1)
deck 1 (18)
deck 2 (47)
deck 4 (37)
deck 5 (15)
deck5 (1)
Definition (1)
diversity (9)
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financial (1)
funnel (1)
gatekeeper (1)
hoegl (9)
hofstede (1)
implementation (2)
innovation (2)
inter-team (1)
kearney (2)
leadership (12)
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motivation (1)
opponent (1)
opponents (1)
process (1)
promotor (4)
promotor roles (1)
relationship (4)
results (4)
roles (20)
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team (2)
teams (15)
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