Appunti leadership e innovation

Leadership Styles

Authority-compliance management: when unpopular measures are taken

Impoverished management: if adopted consciously can help employees to grow and gain autonomy and maturity

Team management: easy to put in place in short-term projects that are carried out by experienced employees

Situational leadership

Transactional leadership: motivating and directing followers primarily through appealing to their own self-interest, sequence of transactions where the actions of subordinates, result either in a reward or a punishment.

• Contingent reward: transactional leaders link the goal to rewards, clarify expectations, provide necessary resources, set mutually agreed upon goals, and provide various kinds of rewards for successful performance. They set SMART (specific, measurable, attainable, realistic, timely) goals for their subordinates.
• Active management by exception: transactional leaders actively monitor the work of their subordinates, watch for deviations from rules and standards and taking

1. Corrective action to prevent mistakes.
2. Passive management by exception: transactional leaders intervene only when standards are not met or when the performance is not as expected. They may even use punishment as a response to unacceptable performance.
3. Laissez-faire: the leader provides an environment where the subordinates get many opportunities to make decisions. The leader himself abdicates responsibilities and avoids making decisions, and therefore the group often lacks direction.
4. Transformational leadership: inspire followers to transcend their own self-interests and who are capable of having a profound and extraordinary effect on followers.
5. Individualized consideration: transformational leaders demonstrate genuine concern for the needs and feelings of followers. This personal attention to each follower is a key element in bringing out their very best efforts.
6. Intellectual stimulation: the leader challenges followers to be innovative and creative. A common misunderstanding.

is that transformational leaders are soft, but the truth is that they constantly challenge followers to higher levels of performance.

Inspirational motivation: transformational leaders have the ability to inspire and motivate followers.

Idealized influence: the leader serves as an ideal role model for followers; the leader "walks the talk", and is admired for this.

Servant leadership:

Empowerment: fostering a proactive, self-confident attitude among followers and giving them a sense of personal power.

Humility: putting one's own accomplishments and talents in proper perspective, servant-leaders admit they can learn from others' experience.

Authenticity: expressing the true self, expressing oneself in ways that are consistent with inner thoughts and feelings; related to integrity and adherence to a moral code.

Interpersonal acceptance: ability to understand and experience the feelings of others and where people are coming from and the ability to let go of

perceived wrongdoings and not carry a grudge into other situations. Providing direction: people know what is expected of them; providing the right degree of accountability. Stewardship: willingness to take responsibility for the larger institution and to go for service instead of control and self-interest. Shared leadership: dynamic, interactive influence process among individuals in groups in which people share responsibility for leading, it is a case of horizontal leadership (not vertical). it needs a leader above who empowers, enables, creates the condition for the team to be self-managed/lead. It can be developed by: Internal: team environment Shared purpose Social support Voice -> communication External: coaching Extrinsic motivation: when we are motivated to perform a behaviour or engage in an activity to earn a reward or avoid punishment. Intrinsic motivation: engaging in a behaviour because it is personally rewarding; performing an activity for its own sake rather.

than the desire for some external reward.

Maslow's hierarchy of needs theory

McClennand's motivational need theory

• Need for achievement: avoid low and high risks situations, often likes to work alone
• Need for affiliation
• Need for power (personal or institutional)

Herzberg's two factor theory/hygiene theory of motivation: the opposite of satisfaction is not dissatisfaction

• Hygiene factors -> maintain a reasonable level of not dissatisfaction
• Motivational factors -> increase the satisfaction level

Adam's equity theory of motivation

Peter Drunker MBO (management by objectives)

• Aims to reach goals of organization and employees with the use of SMART objectives, fully extrinsic.