so personalie charisma characteristic, go through the charisma checks degree of abjectiv aeeright a tnght not be pereeved as christie by many people at this Chasm Atttulos Rotlec 'A Checklist of Behaviors nando newer ca of efoto statamat apes 0 oH Mow hme los. nk ay pases RSRR RRR ised neti: Te neo tab en sateen ta af 1 OU NeCEE “The DualLovel Transformational Leadorship (TFL) Sc mE ¢ | [=e i | : ieee q A) [2 Sete eee é | | [s 4 i Sector copter vn 4 5 i | 3 i f cere cee i | ee sd} | a rs e | | | E | | “EL Encourages group members tobe tea ayes a | [Rs |C EEE ‘Task Oriented Atitudes and Behaviors | + [Ehmatemtmst ce omnmeemans a | deat swt eat ol cu go reds soe 6 | se sy ne numero a aera «| eee, ees ee & Inte 92 ese st Table 42 lists the seven selatonshiporented atdtudes and beha hate wil discuss next (Most other parts of this book describe the In personal sil apects of leadership) 1. Aligning neople, Getine neonle palin inthe same direction and cols trating smoothly is a major interpersonal challenge To get people paling together Is necessary to speak to tiany people, The target population ean involve many diffrent sskeholders Among them are mangers and team leaders, higrups, pets, and workers in other parts ofthe organization,| CEE | _ vn Soe tea ve Yo or Wat Ya Dot é y af a mioesometatr Aldara) « | Teveametontegannmter tet of a | é 3 o é | a 5 é a a a ‘| ten nmin of 3expense sries 129 QUIZ 4-2 (continued) “Moat ie 2 Most te 15, iyo 2 sae so ty 7 Moat Xt 8 14, oye sty fe "S Mont nee 12. Meaty 19 Wea fe fox scant tsar ber yu ae most le fr wal) 2 prep ear. far Ss ya rast eyo nou be) an aur eae ‘portent: Te iyo st conse elo on oppaunty si dowlcoent exon wey tstenent aed ok ged suggestns esp in stip Ie, er exam, sxtenent 20 crentations. The Leadership Grid is a framework for specifying the (xtent ofa leader's concer Fr production and people.” ‘Concer for production erated om the gris horizontal als. Concern for provdcuon icles results, bottom line, performance, prafts, and mission. Eonceen for peopl is rated on the vercal avis and it ineludes concer for troup menrbers and coworkers, oth concerns are leadership atitides vay of thinking bout ladersip. Each of these concerns (or dimensions) eis in vaya degrees along a continuum fom 1 t09. A managers sian Sapo one concern now supposed to influence his o* her standing on the thee, Ax shown in Figare #3, the Grid encompasses, sven leaders Stes I you are already faiinr wide the Gri, you will notice that the ames of the sles have been changed inthis version The ereators ofthe Grid angue stone for the value of 9, 9 Sound (om eiusto an comm), According fo thelr research, the sound management Spprosehpaye oft Tt result tn itaproved performance, low absentcism shi tamover, ond high morale. Sound (9,9) management relies om (us find respect which combine t Bring about good ress ‘an example of = manager who might qualify asa 9, 9 leader i Mack Mason, the CEO ofthe pate benking division of Cligoup Ine. He hs sch of the ath of his own arid 1s also responsible for working with egenal CEOs in addition to market manages, bankers, and investment ‘Khtrelon for the purpose of acelerating growth, Maso Is known fr hs Ststancling business rests ad als has been highly effective in developing| (Se Trees ‘Entepteneurat Thinking and Behavior iyi ey ny a HL | & eremeteonsi aot i | i lt \ + 65-10 The oss signet ht you have a fh one ‘ty ey tk og ae range, wd be wg tkeMeasuring Your Situational Perspective hth along eaten sg th foie ale: DS = age joe sng), ee rt wtTE (mins uatity of Leader-Mmber Relations a & SEGRE SARSS cern an into: second pet exon. Ae wh se ge ty ve ou on 8 cc Mec we ve a © tay oer ere ear be pe ce vaners ed 0 ge seer fH MEINE SE 1 Laer on ge a tei ob we ten tht the Lend we ths tinding ell fhe gerormance is the a and aon: Above neyo leo pallies; org ree POR orher ideas in meetings and other public forums, One way to develop these ‘Contacts is to be more socal, for example, by Sowing partes and ining Sowedfl people and their guests. Some ofgantzations and some boss own un foc fuallaty, owever, Rnd power holders receive many inv {ations o they might aot be aval Consdenbie networking forthe development of power contacts take pace though socal networking websites geared toward professionals sch Te inkedoy and apectaly sites such as those geared toward specific indus ty roups, ch ay sales and unatketing, and information technology. Bus se itier Denise Campbell notes that the soctal media websites hav wr business professionals and entrepreneurs what golf sto Cute rceupants-an opportnity to srstepiealy network and exec {Canactions Also, socal redia ean level the playing Bel by al Seon acces without restitons on tne, cation, oscil Phy sept of networking is to find some way of reiprocatng when a nctwork member provides you a useful contact of helps you in some othe see Uesahip Skllslding Exercise 7-2 provides some msight Into re ring. 2. Heve a competing vision, Seley Pfeffer, «noted professor of organiza onal behavior at Stanford University, welts that a compelling vision belpsPees Cura “he Bander Quiz esti oe ong rie eal d nt ain d hr dog a ug be og 8 Oy od | oe | bt reagent ol sr a corer o a [Sea 8 | i cmcneaatacaae 4 | 1 expen ones be wm a L £ J Sern a treat: Te ata no nes of pole under ban cencomags you free YOU nod tase Your awareness lel of wpa es Unethical Political Tactlos and Steatogies Any technique af g sn the extra ‘Aperson who displays loyalty to bose by feeding him or her insider in ‘ration that coud affect the price of company stock s being devious. Some& y EE TEES Suvoy of fluence Tactics 2, 1 yty on facts ane loc to persuade others. goowa 6 | om ansertive (open and fortnight in ty demas goawo | ahs po 3 bogo c |e oon goat ne bo ¢5 4] | 38 const tw pen yo 6 27 utp coment csc nth re. i ae goooa 18. ibe gt. such as @ beverage he or she Hhes or a npogoo 28. ror the pate fn pert ove seo doa ee tn ting tin te ent ood |OE Tronsuve of ingratiating Beltvor fn Orgalzational Settings (BOS) t meemumnmuscmawitayieorarmnninransomeenin OO 8 OO Crore ataamsrmeraormen 6 BLO O| a yw sme rept ar aga ool 1 Thta ones tw spire ta gouge $ igioeatmen manson pewpmerensimaormene 8 OB} | «Sess ane on ern ee ena eee sad aol | 7 Secs won sins ore aan yarsgeitrs ase mayor refi C2 Jog 2: Reggae cai son on noo #0] so Rigen vaimenacnamiaroenmeainmnienme oo FO al |. tg mainmin crenata emicnsrenionty dO 9} Fe i cumramarmeneremintene oF Oo Do 2 Me hracnecncionaammarsooreeet 0 3 dB 34, Ty oo ings oog # al 28. oka eon pod oo ) 3, thar apart eyo een poo do |S oeratmecmacrocen mene Ooo Fo | vera rr sei og, ». peice tye a 2 Sealine vnemeyunoem oD MO 24, Yuna ap ood 3tore easing ou ate, Asie 0 or ne igets that ou dont ot uch eft sang your Sensis ht you seo rating ad mi be preted ba to pts er ier, So same the noticed that dhe recepdonist was westing & tank op and very lege hoop Cuaringy he ove said, "Melissa, yo look grest, but I think you have Sour dates confused. You are dressed forthe company pleale, ani ak elisa smiled, aul then dresel more professionally in place tomons” the future Upward Appse!_ io upwart appeal, the leader exerts ioluence on a eum momo by ting person with more formal authority todo te inluene ings Some managers and researchers regard upward appeal as an ethical nnd standard practice yet J dows contain an clement of manipulation se heahandedness An example: "I sent the guy to my boss when he wouldnt listen to me Tha flied him” More thin ooesional use of spward appeal weakens the leader’ stature in the eyes of group members and iperors, eroding ellectivenes. Leaders can apply upward appeal in othe Aiaye A leader night sttempe eo peruade another staf member tat high management approved hie or het request. The target ofthe influence event thus supposed to grant acceptance automaticaly. Or, the Tesder can request higher mshogeinent’ assistance in gaining another persons compl face withthe roquest. The influence target thus fees pressured CooptingAntagonts A potentially effective Influence tet troup of persons toon eres with you. In tht ane, to emapt own the syn Asstme that the decor of human resoures fs eelving cam rable opposton to sone of Ber nites from the chit franc ter. For example, the CPO is opposed to he proposed program of rst ‘Sisal ening To fen te poston, ad perpen ake bin 2 Sy the diver of human resources Invites the CEO to become a metberC mE | 1 “Team Playor Atitudes eee egy) Petal age oo storey 5. |S ctreeamemotysacinanee ron ta | ‘String and relation die ber you leo an you Tt se. 1G 35-40: You hve nary footie at 1+ 48-94: Younus ple wes ty relevant the rationale s dhe sore Hey is cat he tam wil aclewe i poten A customer srice team was tld that frther growth forthe corpo Fon wold be Impossible without major imsroverents in providing seve {ouster Energie by tis information the team met the challenge. To help exablsh urgency, it elf forthe leader to challenge the group regula Tenor ance wen provides the team valid acts ‘Sib tcrnation Gant motte them to wok togedor to modify the stats to [Now information prompts de tet to redefine and enc its understanding of the challenge it facing. A 8 rel the tam is Hlaly to focus on a coramon fd work togaer tore smoothCEE ow Meaning Is My Work? Won ern Re 20 ¢ (0 6 tam 20 excited about my ob ft 1 1 meting ew nd rtsoting about my Job alm sey week o d ot of mental energy int my Job. wo 5 0 oy a | my ee 5 | + a: Your ak fo be meng eth Most readers of this book have already studled motivation, $0 etite how iis possible to apply a few popular motivation theo than repeats discssion of theories you have already sted. such Forcement theory Maslow’ need Nettink through the strength of your own need for recognition, tke ship Self Assessment Quiz 102 (EE How Much Do | Crave Recognition? esto Resp 1 te foi eres one ong ale: Sage sted 05). ages rwmmethevertunte 2 @ 2 4 8 pe ean myo 2@as ert e agetenonnnen Qi at 5} | case dens ose a ~ 28 | « Ta-20 vu now a blow orgs ted fer esgnon ab ove your gn eed peak er FREER cejoudo eceneecapnton, ou out weflr that be aut ect toEas EET ‘Charactevietcs ofan Effective Coach eset Fong sf wos, te, nd boats chris aa ee rine ptt One sep ste of post oon on on Hen | 3 ieee port a | | 5 pre om ee 5 | | 5th a | ctor conn a [2 Shem 5 | 1. interest in doveagment of group members |svvoccnecmae 3 | | Soya someon & | | sx. even at nt es 1 __ (GRRE cael reeds! fou of coaching in vogue i form fo up ehem become more effec (Guecre, Executive coaching is Snomcted between a coach and cer ated to prfesional development andor base Te the past, management paychologists CTE couches to help managers become more effect leaders and to guide then in &h vane development process fray ielp achieve mere lott el 3 ‘hired as owtsideCEE ‘The Creative Personality Test sven ‘eh 8 meaty prety Bien ie ‘ots EL Most 4. Monty Yet) £2 host ne 36 Neat 00 ton Mon| (Gp LEADERSHIP SELFASSESSMENT QUIZ 22-4 1A Self Portal of My Communication Eifectivenars The foe seeonmmeeceemaraamtmenemn Bg ee he nae shed est wo came sok d a ‘news nj ry wen pins hve ete a rad or J oo | Arvo pay uy ae ee wt Bink wy eo df og | # stort treme as on teenon, x rating news a pontgonmrsn sar Donopmen: Ts bers esi by he on tatements nthe rumen sie. Abou ee roles, Communieation researchers Bruce Hoppe and Care Reinet note that cee th newark re a rarponee ta.» fap changin work in which Interconnectedness i fopotan 1 Tcltates learning and solving ‘complet problems, Networks provide resources and support for faders. ‘With networks, leaders have more imp ney nfence more people? htany of these contacts sre within the organization, but many are(EES EXERCISE 42. ‘earetship stoning rotamer ens gube fr a team moving od svgseons, Th ta ok, ar wih eo may ve ean daly cor toning whore eos uo. Sean now to conic top menage ta teow sein il te oh nent or ster Nf te you merous tte eet ster, ase ne ct bah soe wl aporoty on seh sk cr seve Sets Cn pe CHT Aeon eee ‘Another communication cillenge facing leaders acd manages is ovrcoring a erton bers rated by dealing with people fram diferent culture sc oplaly communicate with people from other cou itr own county, Bees of | so cadets who con matage moult apd cross {hi worte ore af in stong demand. Here we give some guidlines for ca ere caity of ersecutral communication baie. Implemensing Ghose gidelines wil Help overcome nd prevent many communication | oe eee itesd sary pit hers i to Uke Leadeip SeEAssesent | san hrugh our erbsscultara kis nd at i tres ae ith is workplace i) CEE a sane eon re ca wheter 2 i (armenEiDimtyrwconeranay renee eae 4 a sim eaesecrawere 4 || 12 osu as (ote ny a over aon tee fi 28. ne 9 apr 1 wf cong an nett 309 soon “Aas o Me Naw en re gsm, oH ost ey {envop more ocr! oneness an lao ware alte a a musi wo ane. You var ia ab ing es you atone poets on 6 2 Ie sensitive to the fact that cross-cultural communication barriers tslet, nvrencss of these potetal ores isthe Est stp in dealing with hem When dealing wih person of a dilferent cultural backgromd, slit feed to eniimie cross-cultural ares to comsmanicalion. For example favestigate which peso pais or other rewards might be ieee fra par outa cult rep. In any instane=.Asane newly aed in the Uriel States fel uncinrtable being prised in front of eters because in Asian cu: tues grou peformance valued more than individual pexformance Being alt to caltual difrences in values, attitudes, and etigucte wt help yo camurnicate move effectively with people from diferent cultures Obsete carly the cultural mistakes Used i Table 12-2. At the same time recognize that these mistakes are bared on caltural stereotypes and reflect lpical or average behavior of members ofa particular cultural group 2. Challenge your eultnral assumptane. The assumptions we roake about Cultural groups can crate communication barter. The assumption you Take about avother group may nat Hecessariy be incorrect, but stopping to challenge the assumplious tay fciitate communication. A US. leader for example, might assame tht the norms of independence and autonomymemmeas™ | FIGURE 124. Cones han Ses Acad tthe Dogo iy Conflict Resolution Style eto in ha ate cess Sermons | iaoeees i a | ; a di i % 0 bon lon df c |J sae ures erentenmsin einen a o | Seeman coger tsp cemeniownemammnans 8 7 sone pan ot ons oases | “Seung on nteprtaon:Gve ural scar for ach ants hat this he sn Sen ae tut him or he) wp. ‘the intent of such accommodation might also be to Feta the customer’ loyal ‘shoring Sho “The sharing stl ishalfeay between domination and appease Sto See peter moerate but incomplete satisfaction fr both partes, veh reels 2 compromise, The term spiting dhe diferonce reflects this aac eae vhich is commonly vsed in such actives as purchasing & Tose oF ea: colabortie Soto 15 contast to the other styles, the collaborative style eae eaitesie ofl satsy the desires ofboth partis, Its based ont a ltlosony ofthe win-win approach to confit resolution, the TENSE Rh confer has been revolved, both sides should gain some tae Uf alte: The user af winsen approaches is gensinely concerned ra swing at a setdennent that mets the needs of both partis, or at shout ar sual darmags dhe welfare of He ater side. When colabors Teese to reslving conflict ave used, the relationships among the pares are bulk on and improve The colaboraive sje of conflict management has mony variations, one “unich isto agre wth the person entzing you. When you agree with cee bat ahow tat yo sek a solution, not way to demonstrate that You eee ght iyo ages th the substance ofthe rites, you show dat yo aerate he sutton and ready to do what i best o solve the problemCE ‘Tha interpersonal Sls Cheeks a ls tat orp en ner, Cech ea arr at srl ft DEVELOPRETAL NEEDS AND AREAS FO EPROVENENE | 2 ron wma acocacea songooseco 2 soon anrersurg nn et il tego eee aon ERD, a] upancten pl. Denton by an Sete soa he urg reofate acho Om CN a tt tumeteng: onwenet oom oreC EEE poem ee 8. | am wing to crap what | ar dong to sp Somebody else wit © work OF study a ‘coring and neretation: Thee dos at ae pein acing hy. Hower, the mae of he sates situations, and a debriefing session might be eld to discuss how and why ‘nine Mewoené. Online, ovr, mentoring is popular bocause sending & tail messages and social mata posts helps overcome buries created by [every Tite tie, sid voice mail. Exchanges of tweets are popular for mentoring algo because of the brevity and poimedness, such as a mentor Sending this message to the person being mentored, "Good presentation this morning. bu avoid geting defensive when questioned. Ask for clarification Father than getting angry Anather positive feature of online mentoring i that the protege might pose n casero work question to che mentor and ecive a hep reply tha day. A major advantage oF onkine mentoring Is at ool of possible mentors and better matches betwen the mentor and the petsontnane, Going nen sui be working Chiceg, jot have «good it wiih a manager in San Prancsco or London. ‘One fanovatton in online mentoring is websites tha ine mentors and mentored employees via profiling mftware, modeled after dating websites. Another innovation is virtaal mentoring thst makes face-to-face contac