Ch.9 Leadership exam 2sle

Coast Guard people had the ability to act independently without talking to their superriors.

Used their 7 characteristics traits they are taught to follow helped them summon up the courage confidence and cahracter necessary to risk their lives for others

self direction and self motivation

-The self-direction partof the definition meansthat self-leaders have todirect their attention andfocus towards the goalsthey want—the ones theyhave consciously picked.• Focus: avoid distractions.

-The second part ofthe definition meansthat self-leaders takeresponsibility for motivating themselves.This is especially important when workingon unpleasant or difficulttasks, or on tasks thathave little immediateintrinsic value but greatlong-term benefits.

1. Inability to delaygratification hinderedgoal setting

• 2. Procrastinationhindered goals,monitoring, andoperating or followingthrough

• 3. Emotional self-absorption increasedprocrastination andreduced the used of

categorize self leadership into 3 categories

1.behavior focuse

2. Natural Reward Strategies

3. constructive thought pattern strategies

• involvesusing action-orientedstrategies to accomplishtasks that are difficultor are neither enjoyablenor motivating”
• steps in to accomplish this
• Self observation

self goal setting- setting goals in general can increase motivation, for a company involve subordinates in goal setting

self rewards

Add pleasant activities• Focus on the pleasantaspects• Jobs are naturallyrewarding whenpeople have feelings ofcompetence, feelingsof self-control, andfeelings of purpose

Identify thoughtpatterns andbeliefs• Replace negativeself-talk withpositive self-talk• Use mentalimagery andrehearsal

• He had a support network
• friends and family

• had his borhter
• best friend from high school

Had father figure Gil, his trainer

found overall positive support for the relationship between mental imagery and individual performance

• occured for both physical and mental things,
• effect on mental stuff was stronger

Researchers used thought based self learship in an organization setting and taught it to a group of low morale employees

employees who received the training were rated higher in job performance than those who were not taught this

Prussie reserachers found that self leadership influenced people's self efficay, their own beleif that they could do the task involded, this in turn improved performance

self leadership = self efficacy = Performance

41 supervisors received a one day traing program on improving communication skills, followed by a refresher course

then they were assinged to 1 of 4 groups

• 1. control
• 2. goal setting
• 3. mental imagery practice
• 4. mental imagery practice plus goal setting

• 4. showed the highest self efficacy
• 3. showed increased self efficacy and communication skills
• 2. goal setting on its own was insignificant

Empowerment is aset of managementpractices that givesgreater autonomy andcontrol to workers

• Self-managed workteams are one typeof empowermentpractice in which groupmembers take on manyof the responsibilitiesformerly assigned tofront-line supervisors

By 1995, Lawler,Mohrman, and Ledford(1995) found that68% of the Fortune1000 companies usedempowered teams forat least some workactivities

• Some experts believethat as much as 80% ofmedium (100 workersor more) to largeorganizations use someform of teams

• This involves
• choice
• competence
• impact
• meaningfulness

Employees feelpsychologicalempowerment whenthey feel they havechoices and the powerto initiate action, whenthey feel competent,when they perceive theyhave an impact, andwhen they feel the job ismeaningful

in order to initate action employees must have confidence to believe they can be effective

-most empowerment programs fail, because employees are not properly trained, i.e. not trained in scheduling budgeting, ordering inventories ect.

thought to work because it influence the intrinsic motivation of employees

A meta-analysis foundthat supervisors’participative behaviorsinfluenced employeesintrinsic motivation,which in turn influencedtheir organizationalcommitment.

Switched jobs to helpsave lives• As Daphne observes, ifyou have a job withouta purpose, you’renot going to be verymotivated. But if youfind something you arepassionate about, thenyou’re going to do thatjob very, very well.

Senior managers’use of participativeleadership increasedthe middle-managers’psychologicalempowerment, whichin turn increased themiddle managers’job performance andtheir organizationalcitizenship behaviors

For front-line workersthe subordinates’ trustin their supervisors wasmore important thantheir psychologicalempowerment inexplaining theirjob performanceand organizationalcitizenship behaviors

Principals who practicedan empoweringleadership style wereable to improve thelead teachers’ jobsatisfaction and theirperformance• Moreover, theempowering principalsreduced dysfunctionalresistance

leader empowermet behavior depended upon the degree of team interpersonal climate and consensus. If this was bad empowerment didn't do shit

Leader empowermentonly had positive effectson team potency whenteam interpersonalclimate was strong

• Team potencyinfluenced effortand objective salesperformance


Leaders need to payattention to creatingpositive interpersonalclimates among theteam members if theywant to empower theteam

Shared leadership: “adynamic, interactiveinfluence process amongindividuals in groups forwhich the objective is tolead one another to theachievement of group ororganizational goals orboth. This influence processoften involves peer, orlateral, influence and atother times involves upwardor downward hierarchical influence

startups that practiced shared leadership had better performance

expertise is widely distributed among members

this results in leadership being distributted thoughout organization and across hiearchal levels, thus resulting in collective leadership

High care teamatmospheres’ existwhen team membersexperience mutualtrust, active empathy,leniency in judgment(about others opinions),courage (to state one’sown opinions), andaccess to help

team members need to boost team emembers confidence in their team members abilities, to get most out of them

“theperceived probabilitythat collective effortwill result in collectiveaccomplishments”

When work is done inteams, it is possiblethat collective efficacymay be more importantthan self-efficacy indetermining how hardsomeone works (Kellett,Humphrey, & Sleeth,2009)

group think were memevers are unable to evaluate deciscions rationally

when there is a presence of high interpersonal cohesion or a narrow focus on a common task be wary you don't get "summit fever"