Organization and Leadership Lecture 1

- Leaders can increase performance of employees

-Provide sense to employees in a changing environment

-Help coordinate work process for complex tasks

-Charismatic leadership increases commitment of employees

-Laissez-faire style to lower commitment

Destructive style to lower well-being, lower individual performance, counterproductive behavior etc.

Leadership: Responsible for change and strategic improvement

- Produces change and movement. Leaders provide a direction, give a vision, show the big picture and set strategies.

- Align people, communicate goals, seek commitment, build teams and coalitions

- Can motivate, inspire, energize, empower subordinates, satisfy unmet needs

Management: Resp. for operative business and delegation

- Planing and budgeting, establish agendas and timetables, allocate resources

- Organize and staffing, set the structure, make job placements, set rules and procedures

- Control and solve problem, develop incentives, generate solutions, take corrective action

Indirect: distant, structural leadership

-via Strategy: organizational goals towards which all activities are oriented

-via Culture: consistent leadership behavior 

--> through culture, values or strategy, a clear leadship is communicated. Cascades down from top level to managemnt to employees --> the spotlight is on the employees rather than the leader, he remains in the background

Direct: Interactive, close leadership 

--> the spotlight is grabbed by the leader itself, need to posses traits as charisma, confidence etc.

Most important task of leaders is about the allocation of own energy and then to help the employes with theirs.

Leaders have personal-related stressors: Emotions (negative affectivity), congnitions (exaggerated expectiaions and goals), behaviors (ineffection behavioral regulations), qualificiations (lacking abilities and knowledge)

Work-related stressors: task-related (to much/little workload, disruptions), work organization (lacking or bad materials), phyiscal aspects (noisy, heat, pollution), time-related (work on request, time pressure) and social networks (lack of support, mobbing, role conflicts etc.)

Risk of a Burn-out!! --> mainly in the middle-managment -> sandwich pressure!

With self-management these cause can be avoided by the person and the company can save costs!

-Stress factors differ individually

-Experience stress due to discrepancies between individual, social, instrumental and strucutral resources on the one hand and enviro. demands on the other hand

Symptoms:

-Physical: heart rate and bloode pressure increase, cardio-vascular diseases, fight or flight hormones 

-Psychological: tension, frustration, anger, resignation, depression, burnout

-Behavioral: performance fluctuations, low concentration, conlicts, agression, fatigue

Resources to handle stress:

Personal Resources

-Psycho.:sense of coherence, hardniess, self-efficacy

- Situationally consistent resources: problem focuse behavior, benefit or social suppert

-Physiological: physical strenght, immune system

Situational Resources: scope for action and decision-making, sufficient time, control, complete/integrated tasks, manifold tasks, social support

Resources of Leaders: Status, social support, financial security, interal controlling conviction, high scope for action and decision-making, experienced self-efficacy, self-organization, self-leadership, possibilities for communication and cooperation

Time not managable --> only yourself! Focus on strategy and proactive activities, minimize reactive and non-productive activities!!

Self-management means: Proactive (planning, risk mitigation etc.), Firefighting (crisis, deadlines, interpersonal conflicts) and Time-wasting (unimportant mail/cals and interruptions)

Proactivity: manage the future! difference between low and high-performing leaders. It means: taking initiative, generate constructive change, question the status-quo, active feedback-searching

Use tools as the Eisenhower Matrix, A-B-C Priorities, Pareto-Principle