Organization and Leadership Lecture 1
What is Leadership?
What is Leadership?
What is Leadership
-Goal-oriented, reciprocal and social influence in order to execute common tasks in and by means of strucutured work situation.
- The Goal-oriented, social impact on the attitude and behavior of a single person as well as the interaction in and between groups with the objective of reach joint goals
-Leadership is the ability to influence a group toward the achievement of a vision or a set of goals
Why Leadership?
- 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.
Difference between Leader and Manager
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 or Direct Leadership
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.
Self-Managment of Leaders
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!
Lazarus' Stress Theory
-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
Self-Management Principles
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
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Cartes-fiches
What is Leadership
-Goal-oriented, reciprocal and social influence in order to execute common tasks in and by means of strucutured work situation.
- The Goal-oriented, social impact on the attitude and behavior of a single person as well as the interaction in and between groups with the objective of reach joint goals
-Leadership is the ability to influence a group toward the achievement of a vision or a set of goals
Why Leadership?
- 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.
Difference between Leader and Manager
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 or Direct Leadership
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.
Self-Managment of Leaders
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!
Lazarus' Stress Theory
-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
Self-Management Principles
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
