What is Leader-Member-Exchange (LMX)?
dyadic leadership approach based on social exchange theory (leader may develop exchange relationships differing in quality with different subordinates)
High-quality LMX:
High-quality LMX:
- high-quality relationship between supervisor and employee;
- high level of mutual trust, respect and loyalty; greater participation and freedom
Tags: deck 5, leadership, LMX
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Results of LMX studies?
High-quality LMX positively related to innovation directly and indirectly via enhanced ‘support for innovation’ (climate)
Tags: deck 5, leadership, LMX
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What is Authentic leadership?
Authentic leaders are:
- Are aware of their own personal values and beliefs and act in accordance to them
- Are trustworthy and ‘of high moral character‘
- Support self-awareness and personal development among themselves and their followers
Tags: deck 5, leadership
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What is the effect of authentic leadership?
authentic leadership positively associated with job satisfaction,
voluntary extra effort, performance and sales
authentic leadership should be positively related to subordinates' engagement and creativity
e.g. because of enhanced intrinsic motivation and the use of balanced
voluntary extra effort, performance and sales
authentic leadership should be positively related to subordinates' engagement and creativity
e.g. because of enhanced intrinsic motivation and the use of balanced
Tags: authentic, deck 5, leadership, results
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4 factors of authentic leadership?
1. Self-awareness
Understand own strengths and weaknesses and one’s influence on others
2. Relational transparency
Show one’s ‘true self’ and reveal one’s real thoughts and feelings
3. Balanced processing
Ask for opinions that challenge own assumptions and analyze all
relevant input before making decisions
4. Moral perspective
Show behavior in accordance to one’s personal values rather than
external pressures
Understand own strengths and weaknesses and one’s influence on others
2. Relational transparency
Show one’s ‘true self’ and reveal one’s real thoughts and feelings
3. Balanced processing
Ask for opinions that challenge own assumptions and analyze all
relevant input before making decisions
4. Moral perspective
Show behavior in accordance to one’s personal values rather than
external pressures
Tags: authentic, deck 5, leadership
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2 main purposes of Performance Management:
- align employee behaviors with organizational goals
- enhance quality and legal defensibility of personnel decisions such as pay raises
Tags: deck 5, performance management
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2 main parts of performance management
Performance appraisal:
Process of assessing or evaluating performance to make decisions (e.g., about promotions)
Performance development:
Evaluation of performance with the goal of providing feedback and suggesting developmental activities to improve performance
>> Performance management (PM)
Integration of performance appraisal and development in order to make performance-based decisions and improve organizational performance
Process of assessing or evaluating performance to make decisions (e.g., about promotions)
Performance development:
Evaluation of performance with the goal of providing feedback and suggesting developmental activities to improve performance
>> Performance management (PM)
Integration of performance appraisal and development in order to make performance-based decisions and improve organizational performance
Tags: deck 5, performance management
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5 content recommendations for performance appraisals:
- Directly measure creative ideas and use broad output expectations for innovation
- Encourage risk taking by appraising effort toward goals
- do not punish failures
- Measure and reward knowledge acquisition to improve domain-relevant skills
- Provide technical and compensatory feedback
Tags: deck 5, performance management
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process recommendations for performance appraisals:
- Use performance rating scales that include behaviors exemplifying output goals
- Separate reward administration (e.g., pay, promotions) from developmental planning
- Provide training to managers in innovation management and appraisal instruments
- Conduct appraisals at least half a year and allow for informal feedback sessions
Tags: deck 5, performance managment
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Definition diversity
“Diversity refers to differences between individuals on any personal
attributes that determine how people perceive one another”
Demographic differences (“background diversity”):
e.g., gender, age, nationality
Job-related differences (“job-relevant diversity”):
e.g. function, education
attributes that determine how people perceive one another”
Demographic differences (“background diversity”):
e.g., gender, age, nationality
Job-related differences (“job-relevant diversity”):
e.g. function, education
Tags: deck 5, diversity
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benefits resulting from diversity
- improved marketplace understanding,
- leadership effectiveness,
- problem-solving
- creativity
- innovation
Tags: deck 5, diversity
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Difference between "Equal opportunities approach" vs. "Diversity management approach"
Das eine versucht zu reagieren Schäden zu verhindern, das diversity-management versucht Vorteile rauszuholen.
Driven by
Equal opportunities: legal and moral concerns
Diversity managment: Business-needs driven
Focus on these outcomes
Equal opportunities: Numbers and problems
Diversity managment: Qualitative and opportunity
Benefits:
Equal opportunities: Opportunities improved for disadvantaged groups
Diversity managment: Opportunities improved for all
employees
Driven by
Equal opportunities: legal and moral concerns
Diversity managment: Business-needs driven
Focus on these outcomes
Equal opportunities: Numbers and problems
Diversity managment: Qualitative and opportunity
Benefits:
Equal opportunities: Opportunities improved for disadvantaged groups
Diversity managment: Opportunities improved for all
employees
Tags: deck 5, Diversity
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Diversity as a "double-edged sword" means...
Information-decision approach
"give rise to varied ideas, perspectives, knowledge and skills"
"enhance innovation and problem-solving"
Theories of social identity and social categorization
"disrupt group processes, reduce cohesion and engender in-group favouritism by majority members."
Studies usually do not find strong (positive or negative) main effects of diversity on group performance or innovation, but identify circumstances under which diversity is more positively related to such outcomes.
"give rise to varied ideas, perspectives, knowledge and skills"
"enhance innovation and problem-solving"
Theories of social identity and social categorization
"disrupt group processes, reduce cohesion and engender in-group favouritism by majority members."
Studies usually do not find strong (positive or negative) main effects of diversity on group performance or innovation, but identify circumstances under which diversity is more positively related to such outcomes.
Tags: deck 5, diversity
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Diversity-Need-for-Cognition-Study by Kearney:
managerial implications
managerial implications
team leaders should enhance information-processing motivation by
they should enhance information elaboration and team identification by
- engaging in intellectual stimulation,
- emphasizing the value of diverse views
- and increasing accountability for decisions and outcomes
they should enhance information elaboration and team identification by
- stressing interdependence
- and promoting a climate of safety
Tags: deck 5, diversity, kearney
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Additional Kearney Study: transformational leadership as moderator: Results
Transformational leadership (TL) helps to realize the performance potential inherent in educational/nationality diversity
and to alleviate the potential negative effects of age diversity
and to alleviate the potential negative effects of age diversity
Tags: deck 5, diversity, transformational leadership
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Kartensatzinfo:
Autor: Florian
Oberthema: BWL
Thema: Human Side of Innovation
Schule / Uni: TU Berlin
Ort: Berlin
Veröffentlicht: 13.07.2013
Tags: Innovation
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