Post on 26-Dec-2015
transcript
JOSHUA FLOYDSHAWNA HARPERDANA HARRISON
TERRY AYERS-RYANLESTER ARNOLD
AMBA 5230JANUARY 10, 2009
The IMPORTANCE OF
ATTITUDES IN LEADERSHIP
Outline
Introduction (Joshua Floyd)
Leadership and how it drives motivation and
satisfaction (Shawna Harper)
Attitude(s) towards organizational change
and employee stress (Dana Harrison)
Self-Awareness (Terry Ayers-Ryan)
Conclusion (Lester Arnold)
Tough Tasks
What is one of the most difficult tasks facing managers within the workplace?- Technology, plant upgrades - Meeting production and other
goals- Safety and security - Time management- Completing job responsibilities - Cost and budget items- Employee attitudes
What brings on this attitude/behavior? A. Family strife? B. Wages? C. Dislike in boss? D. Monetary concerns? E. Dislike in job/position? F. Dislike towards co-workers?
ANSWER: It depends!
Give and take (for employee and manager)
Quoting attitude
Calendars Motivational sayings Workplace postings Famous writers Historical figures Professional athletes, coaches Professors, teachers Teammates Co-workers Family, Relatives
But what are the effects?
Definitions
Attitude – Identifying a definitive “target” or “object” How one expresses feeling towards that
“target” or “object” Formulating more questions about that feeling Resorting to possible predetermined actions
when associated with “target” or “object”
Value – Relative worth, importance and/or merit
with respect to usefulness and importance
VAM Model
Work Values Work Attitudes
Work Moods
Attitude Dimensions
With respect to time? RetrospectiveWith respect to dynamism? EvolvingWith respect to focus? Specific
Retrospective – “after the fact”Evolving – continually changing through
timeSpecific – certainly not general
Much different than values and moods
Employee Motivation and Satisfaction
Leadership vs. Management
What is the difference between
leadership and management?
Transformational Leadership
“Occurs when one or more persons engage with others in such a way that leaders and followers raise one another to higher levels of motivation and morality” (J.M. Burns, 1978)
One who motivates followers to do more than they originally expected to do (B.M. Bass, 1998)
Transformational Leadership
“a transformational leader differs from a transactional one by not merely recognizing associates’ needs, but by attempting to develop those needs from lower to higher levels of maturity. Transformational leaders engage the full person so that associates are developed into leaders”. (Bass & Avolio, 1997)
Influential Leader
Influential Leader
Internal context of the individual’s behavior is the foundation for transformational leadership (Herrington, Bonem & Furr, 2000)
Leaders must experience personal transformation
Two primary areas of the leader’s influence - Deep thinking and empathy (Schuster, 1994)
Influential Leader
Transformational leader’s internal, external, and relational context of behavior connect with the followers’ own sense of internal motivation
Provide a model for internally motivated people
Elevate the interest of people (Bass, 1990)
Attract internally motivated people, inspire them with a mission and initiate new ways of thinking (Keller, 1995)
Inner Characteristics
Value System
Values form the core of our personality, influencing the choices we make, the people we trust, the appeals we respond to, and the way we invest our time and energy (Posner and Schmidt, 1992)
Transformational leadership is based on the role of conscious purpose drawn from values (Burns, 1978)
Value System
Value – “an enduring belief that a specific mode of conduct or end-state of existence is personally or socially preferable to an opposite or converse mode of conduct or end-state of existence” (Rokeach, 1973)
Instrumental and Terminal Values
Value System – A set of rank-ordered values
It is not individual values that explain attitudes and behaviors but the entire value system (Rokeach and Ball-Rokeach, 1989)
Terminal Values
“A World at Peace”Equality Social RecognitionAn Exciting LifePleasureMature Love
Instrumental values
Influencing People of the Organization
Work from the inside out
Emphasize free will and drive out the inner fear of followers
Strongly engage followers’ self-concepts (Bass & Avolio, 1997)
Enable followers to develop themselves
Leaders touch the internal mindset of the people
Attitude(s) towards organizational change and
employee stress
What causes organizational change?
External Factors• Economic• Political• Competitors
Internal Factors• People• Structure• Technology
Unfreezing
Moving Refreezing
Organizational Change
90% of people felt that change in their organization affected them at least moderately.
“70% of all change initiatives fail”
“84% of US companies were in the process of at least one major change initiative and 46% said that they had three or more change initiatives in progress.”
Success of corporate change programs relies heavily on resistance to change.
Individual attitudes affected by change
“Attitude formation is based on an individual’s
consideration of a subset of characteristics drawn
from an attitude object.” (Lines)
Negative Attitudes Uncertainty Failure to adapt
Positive AttitudesExcitementHappiness
Hierarchical Model
1)Superordinate: overall evaluation of the change
2)Basic: beliefs defined as a result of the change(evaluative and non-evaluative)
3)Subordinate: values by which the change is evaluated
Main Reasons
1)Produce selective exposure
2)Biased memory
3)Active argumentation against inconsistent information
“The formation of attitudes toward the change is acrucial event in the change process, because, once formed attitudes may be extremely difficult to alter.”
Negative employee attitudes affect on organization
“Evidence suggests that negative attitudes to change have negative consequences for the organization.”
Increased stress causes Lower job satisfaction Low motivation and morale Decrease in performance Increased accidents Poor internal communication and conflicts Increased intentions to quit Lower organizational commitment
Leaders Overcoming Resistance
Managers are responsible for theintroduction and control of the change.
5 steps to overcome resistance1)Communication2)Proper attitude3)Lead by example4)Solicit opinions5)Reward acceptance
Self-Awareness
Self-Awareness
Three major self-other agreement categories: Overestimators Underestimators In-Agreement
The work of Mabe and West (1982) suggests that individuals in-agreement are intelligent, have a high need for achievement and a strong internal locus of control.
If a team is truly working together,where is the place of a leader in such a
situation?
Self-Awareness
Transactional Leadership – associated with contingent reinforcement and allows the worker freedom to perform as sees fit with the leader intervening when a problem occurs. The leader and subordinate bargains to assure goal attainment.
Transformational Leadership – Not involved in bargaining rather they motivate the worker to achieve longer-lasting goals instead of short-term ones.
Self-Awareness
Tools to make you aware
OPEN THE DOOR… ACKNOWLEDGEMENT
SOLICIT FEEDBACK ASSESSMENTS REFLECT ON DAY’S EVENTS
ASK QUESTIONS
LISTEN – without justifying
Self-Awareness Quotes
“To be aware of a single shortcoming in oneself is more useful than to be aware of a thousand
in someone else.”-- H. H. the Dalai Lama
"You can live a lifetime and,at the end of it, know more about otherpeople than you know about yourself."
-- Beryl Markham
Conclusion
Importance Of Attitudes in Leadership
Leadership Drives Employee Motivation & Satisfaction
Attitudes and Organizational Change
Self-Awareness
Final Thoughts
Leadership is not just about being in
control. It is also about self-
awareness, a positive attitude, dealing
with people, effective communication,
resolving conflict and managing
stress.
Final Thoughts
Questions