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LEADERSHIP. Project Management and Leadership 2016

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LEADERSHIP

Project Management and Leadership – 2016

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25.04.2016

When the best leader's work is done the people say: “We did it ourselves.”

Lao Tzu (604BC – 531BC)

A lot of times, people don't know what they want until you show it to them

Steve Jobs (1955 – 2011)

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MOTIVATION TO LEAD

The extent to which individuals choose to assume leadership responsibilities, roles and training.

If others do not grant you a leadership identity, your efforts will not succeed.

Leadership can be thrust upon you by others who grant you the leadership identity regardless of your desire to claim it.

(mod. UHL-BIEN et al. 2013, p.285-286)

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LEADERSHIP

An influence process generated when acts of leading (e.g.

influencing) are combined with acts of following as individuals work together to attain mutual goals.

(mod. UHL-BIEN et al. 2013, p.282)

LEADERSHIP INFLUENCE OUTCOMES LEADING

FOLLOWING

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Leadership as A SOCIAL CONSTRUCTION

Constructed and produced in interactions among people

LEADERSHIP IDENTITY CONSTRUCTION PROCESS involves individuals negotiating identities as leaders and followers.

CLAIMING – actions taken to assert the leader/follower identity.

GRANTING – actions taken to bestow the identity onto another person.

(mod. UHL-BIEN et al. 2013, p.282)

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FOLLOWERSHIP

A process through which individuals choose how they will engage with leaders to co-produce leadership and its outcomes.

FOLLOWER ROLE ORIENTATION is defined as the beliefs followers hold about the way they should engage and interact with leaders to meet the needs of the work unit.

(UHL-BIEN et al. 2013, p.288-290)

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CLIMATE vs. BELIEFS

(UHL-BIEN et al. 2013, p.288-290)

Proactive followers act as constructive

partners in co- producing leadership Proactive followers

act passively, but this creates dissonance

and dissatisfaction

Passive followers experience stress Passive followers act

as traditional

‘obedient followers’

PASSIVE BELIEFS

AUTHORITARIAN EMPOWERING

PROACTIVE BELIEFS

FO LL O W ER SH IP

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THINKING vs. PARTICIPATION

(KELLEY 1988)

YES PEOPLE SHEEP

EFFECTIVE FOLLOWERS ALIENATED

FOLLOWERS

PASSIVE PARTICIPATION ACTIVE

HIGHLOWCRITICAL THINKING

FO LL O W ER SH IP

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RELATIONS vs. PERFORMANCE

(ROSENBACH et al. 2012)

CONTRIBUTOR SUBORDINATE

PARTNER POLITICIAN

HIGHLOWRELATIONSHIP INITIATIVE

HIGH LOW PERFORMANCE INITIATIVE

FO LL O W ER SH IP

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FORMS OF LEADERSHIP

FORMAL LEADERSHIP is exerted by persons appointed or elected to positions of formal authority in organizations.

INFORMAL LEADERSHIP – by persons who become influential due to special skills or their ability to meet the needs of others.

UPWARD LEADERSHIP occurs when leaders at lower levels influence those at higher levels to create change.

(mod. UHL-BIEN et al. 2013, p.282)

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FORMS OF COLLECTIVE LEADERSHIP

DISTRIBUTED LEADERSHIP sees leadership as a group phenomenon that is distributed among individuals (emergent, not clearly bounded, draws from a variety of expertise).

CO-LEADERSHIP occurs when leadership is divided so that no one person has unilateral power to lead.

SHARED LEADERSHIP is a dynamic, interactive influence process among team members working to achieve goals (vertical + distributed).

(UHL-BIEN et al. 2013, p. 294-296)

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ALL LEADERSHIP THEORIES CONVERGE ON

INFLUENCE

EFFECTIVE RELATIONS

DECISION MAKING

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ALL CULTURES CONVERGE ON

DECISIVENESS and FORESIGHT (+)

IRRITABILITY and RUTHLESSNESS (-)

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HIGHLIGHTS:

1. LEADERSHIP NEEDS FOLLOWERSHIP TO EXIST 2. LEADERSHIP CAN BE UPWARD

3. LEADERSHIP CAN BE COLLECTIVE

4. EVERYONE LIKES DECISIVE LEADERS WITH FORESIGHT

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IMPRESSION MANAGEMENT

a conscious or subconscious process in which people attempt to influence the perceptions of other people about a person, object or event. They do so by regulating and controlling information in social interaction.

https://en.wikipedia.org/wiki/Impression_management

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The Tourist (2010)

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Communication through sending and receiving wordless cues.

Body language (kinesics) Distance (proxemics)

Physical environments/appearance Voice (paralanguage)

Touch (haptics)

Chronemics (the use of time)

Oculesics (eye contact, frequency of glances, blink rate, VDR, etc.)

NONVERBAL COMMUNICATION

N ON VE RB AL C O M M UN IC AT ION

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Set the stage – play a role

Take your time in responding

Express anger to create a high-status image

Use humor only when you have established your competence Interrupt and be not interrupted

Use short, forceful gestures

ACTING AND SPEAKING WITH POWER*

(PFEFFER 2010, p.125-146)

*Use at your own risk

N ON VE RB AL C O M M UN IC AT ION

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Touch themselves less, touch others more Use more arm and hand gestures

Have closer interpersonal distances

Are more expansive in their body positions and movements Interrupt more during speaking

Use more filled pauses (such as umm and ahh) Are more expressive

Gaze more overall

Have more postural relaxation Smile less

NONVERBAL EXPRESSION OF POWER (BELIEFS)

(CARNEY et al. 2005, pp.105-123)

N ON VE RB AL C O M M UN IC AT ION

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Open position

Interpersonal distance (negative) Facial expressiveness

Loudness

Successful interruptions Vocal variability (negative) Posed emotion encoding

NONVERBAL EXPRESSION OF ACTUAL POWER

(HALL et al. 2005, pp.898-924)

N ON VE RB AL C O M M UN IC AT ION

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Nonverbal behavior (NVB) is important

Positive NVB correlates with positive evaluation by a recruiter Eye contact, gazing and smiling are ambiguous

Speaking time: Conscientiousness/Intelligence controversy

NONVERBAL BEHAVIOR IN A JOB INTERVIEW

(mod. KOSTIC 2015, p.220-247)

N ON VE RB AL C O M M UN IC AT ION

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Sitting in an upright posture induces pride

(STEPPER & STRACK 1993)

Hunched physical postures elicit feelings of helplessness

(RISKIND & GOTAY 1982)

Fist clenching increases men’s self-ratings on power-related traits

(SCHUBERT & KOOLE 2009)

Expansive (versus contractive) postures leads to increases in pain tolerance

(BOHNS & WILTERMUTH 2011)

, stress resilience

(CARNEY et al. 2014)

and in job interview performance

(CUDDY et al. 2014)

.

YOUR POSTURE MATTERS

(mod. HALL et al. 2015, p.325)

N ON VE RB AL C O M M UN IC AT ION

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HIGHLIGHTS:

5. NONVERBAL COMMUNICATION IS IMPORTANT

6. NONVERBAL DISPLAYS OF POWER CAN CAUSE MENTAL AND BODILY

CHANGES

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LEADERSHIP IN SCIENCE

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LEADING IS HARD IN SCIENCE

[The] combination of science, an oblique and unpredictable activity, and scientists, highly trained solo contributors who are also human beings, is notoriously hard to lead well.

Few are able to strike that balance without making painful mistakes.

(SAPIENZA 2004, p.4)

LE AD ER SH IP IN S CI EN CE

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AN EFFECTIVE LEADER

A person who is capable of developing and maintaining an enthusiastic, energetic, and creative group of scientists and of administering the laboratory or research-and-development (R&D) organization successfully.

A good manager must always be a good leader.

(mod. SAPIENZA 2004, p.3-4)

LE AD ER SH IP IN S CI EN CE

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EFFECTIVE LEADERS ARE DESCRIBED AS

1. Caring, compassionate, supportive, enthusiastic, motivating (31%) 2. Possessing managerial skills, such as communicating effectively

and listening well, resolving conflict, being organized, holding informative meetings (26%)

3. Being a good role model, mentor, and coach (17%)

4. Being technically accomplished to lead a scientific effort (15%)

(SAPIENZA 2004, p.7-8)

LE AD ER SH IP IN S CI EN CE

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WORST LEADERS IN SCIENCE ARE

1. Publicly humiliating subordinates, abusive, providing only negative feedback (20%)

2. Unable to deal with conflict (17%)

3. Selfish, exploitive, dictatorial, or disrespectful (16%)

(SAPIENZA 2004, p.5)

LE AD ER SH IP IN S CI EN CE

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HIGHLIGHTS: IN SCIENCE

7. LEADERS IN SCIENCE ARE STILL EXPECTED TO BE LEADERS 

References

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