ENT TRACK 2 - LEADERSHIP 2.

Social Intelligence – ability to understand and respond

appropriately to social situations.
CHAPTER 5 – LEADERSHIP TRAITS & SKILLS
3. Learning Ability – the capacity to learn from experience,
introspectively analyze cognitive processes, and improve
Trait Approach – focuses on key constructs such as traits, skills, and
them.
values of leaders.

SITUATIONAL RELEVANCE OF SKILLS

Traits – a variety of individual attributes, including aspects of
personality, temperament, needs, motives, and values.
1. LEVEL OF MANAGEMENT:
 Top Executives – need strong conceptual skills
PERSONALITY TRAITS AND EFFECTIVE LEADERSHIP
along with interpersonal skills, technical skills are
1. High Energy Level & Stress Tolerance – cope with the less critical but still necessary.
demands of managerial roles, including high-pressure  Middle Managers – require a balanced mix of
situations and long hours. technical, interpersonal, and conceptual skills.
2. Self-Confidence – enables leaders to take initiative, tackle  Lower-Level Managers – focus more on
difficult tasks, and set challenging goals. technical skills to maintain workflow and
3. Internal Locus of Control – “internals” – events in their implement policies within existing structures.
lives are determined more by their own actions than by 2. TYPE OF ORGANIZATION:
chance or uncontrollable forces.  Functional Specialization – lower-level
4. Emotional Stability & Maturity – self-aware, stable, and managers have skills specific to their functions,
open to feedback, which fosters better relationships and a making skill transfer between functions
focus on self improvement. challenging. – at the executive level, while general
5. Power Motivation – enjoys influencing people and events skills may be transferable, industry-specific
and is more likely to seek positions of authority. knowledge and networks are often crucial for
6. Personal Integrity – behavior is consistent with espoused effectiveness.
values, and the person is honest, ethical, and trustworthy.  Industry Differences – executives moving
7. Achievement Orientation – need for achievement, between industries may face difficulties due to
willingness to assume responsibility, performance differences in industry knowledge, org. culture,
orientation, and concern for task objectives. and networks.
8. Narcissism – often result in negative outcomes such as 3. EXTERNAL ENVIRONMENT:
poor decision-making and exploitative behavior, it can also  Stable vs, Turbulent Environments – skills
lead to bold and innovative leadership. required for managing in stable environments
9. Need for Affiliation – prioritize relationships over tasks, differ from those needed in dynamic, competitive
often avoiding conflict and making decisions to gain settings.
approval, leading to managerial ineffectiveness.  Globalization & Technological Change –
competencies such as cognitive complexity,
THREE CORE SKILLS:
empathy, cultural sensitivity, and adaptability
1. Technical Skills – expertise in methods and processes become increasingly important for leadership
specific to a job and are crucial for lower-level effectiveness.
management.
GUIDELINES FOR MANAGERS
2. Interpersonal Skills – ability to communicate effectively,
understands others' emotions, and build cooperative 1. Learn about your strengths and weaknesses
relationships. 2. Maintain a high level of self-awareness
3. Conceptual Skills – involve high-level thinking, such as 3. Identify and develop relevant skills relevant for a future
problem-solving, strategic planning, and understanding leadership position
complex relationships, which are vital for higher-level 4. Recognize that strengths can become weaknesses
management. 5. Compensate for weaknesses

MANAGERIAL COMPETENCIES

1. Emotional Intelligence – encompasses empathy, self-

regulation, emotional self awareness, and the ability to
express emotions effectively.
CHAPTER 6 – DYADIC RELATIONS & FOLLOWERS 2. Ingratiation – aims to be liked by praising others, showing
interest in their personal lives, and being deferential.
Leader-Member Exchange Theory – explains the relationship-
3. Self-promotion – highlights competence by talking about
making process between a leader and individual subordinates,
achievements, displaying awards, and indirectly promoting
highlighting how these relationships develop over time based on
oneself through others.
mutual role definition.
Self-Management – involves strategies that individuals use to
Attribution Theory – explains how leaders assess the causes of
influence and improve their behavior, often reducing dependence on
subordinates' performance and decide on appropriate responses.
leaders.

Two-Stage Attribution Model – suggests that managers first

Behavioral Strategies – involve self-goal setting, self-monitoring,
determine the cause of poor performance and then choose a
cue manipulation, self-reward, self-criticism, and rehearsal.
response, such as providing resources or coaching, depending on
the cause. – external attributions lead to supportive actions – internal Cognitive Strategies – like positive self-talk and mental imagery,
attributions often result in more directive or punitive responses. build confidence and optimism.

CORRECTING PERFORMANCE DEFICIENCIES HOW LEADERS ENCOURAGE SELF-MANAGEMENT

1. Gathering information about the problem to understand the 1. Explanation – leaders should clarify the benefits and
facts before confronting the subordinate. methods of self-management.
2. Avoiding attribution biases by considering both internal and 2. Support – provide autonomy and model self-management
external causes of the performance issue. techniques.
3. Providing corrective feedback promptly to address issues
3. Information Sharing – offer necessary information,
before they escalate.
including strategic and financial details.
4. Describing deficiencies specifically and briefly to avoid
4. Encouragement – motivate & guide subordinates to
defensiveness.
develop self-management skills & take responsibility for
5. Explaining the impact of ineffective behavior to clarify why it
their work.
needs correction.
6. Staying calm and professional during discussions to preserve
GUIDELINES FOR FOLLOWERS:
the relationship.
7. Mutually identifying reasons for the problem to gain a full 1. Find out what you are expected to do
understanding. 2. Take the initiatives & deal with problems
8. Asking for the subordinate’s suggestions to encourage 3. Keep the boss informed about your decisions
ownership of the solution. 4. Verify the accuracy of the information you give to the boss
9. Expressing confidence in the subordinate’s ability to improve. 5. Encourage the boss to provide honest feedback to you
10. Showing a sincere desire to help, offering support when 6. Support efforts to make necessary changes
needed. 7. Show appreciation & provide recognition
11. Reaching agreement on action steps to ensure clarity on what 8. Challenge flawed plans & proposal made by bosses
needs to be done. 9. Resist inappropriate influence attempts by the boss
12. Summarizing the discussion to confirm understanding and 10. Provide upward coaching & counseling when appropriate
establish follow-up. 11. Learn to use self-management strategies

Followers Attribution – followers make attributions about leaders' CHAPTER 7 – STRATEGIC LEADERSHIP IN ORGANIZATIONS
competence and intentions based on leader actions, team
performance, and external factors. They are more likely to attribute DETERMINANTS OF ORGANIZATIONAL PERFORMANCE

success or failure to leaders, especially when leaders occupy high-

1. Adaptation to the Environment – Organizations must
level positions or take direct actions in crises.
respond to external threats and opportunities effectively,

Impression Management By Leaders & Followers – influencing especially in volatile conditions.

how others perceive you. 2. Efficiency & Process Reliability – efficiency involves
minimizing costs and avoiding waste. – process reliability,
TACTICS FOR POSITIVE IMPRESSION MANAGEMENT: which avoids delays and defects, is a component of
efficiency.
1. Exemplification – shows dedication by working extra
3. Human Resources & Relations – the quality of human
hours, demonstrating good behavior when observed, and
capital, including skills and motivation, impacts
making self-sacrifices.
performance.
 4. Competitive Strategy – involves decisions on products, EMERGING CONCEPTIONS OF ORGANIZATIONAL LEADERSHIP
pricing, customer appeal, and market expansion.
1. Shared & Distributed Leadership – emphasizes collective
5. Management Programs, Systems, & Structures –
leadership where multiple individuals share responsibility
various programs and structures can enhance adaptation,
rather than focusing on a single leader.
efficiency, and human capital.
2. Relational Leadership – focuses on the social dynamics
HOW LEADERS INFLUENCE ORGANIZATIONAL and interactions within an organization.
PERFORMANCE 3. Complexity Theory of Leadership – examines leadership
within the context of dynamic, adaptive systems where
1. Direct Leadership Behaviors – use task-oriented
patterns and behaviors emerge unpredictably.
behaviors to enhance efficiency – relations-oriented
 Administrative Leadership – formal planning
behaviors to improve human resources and relationships –
and coordination
change-oriented behaviors to drive innovation and
 Adaptive Leadership – emergent problem-
adaptation.
solving and innovation
2. Strategic Decisions – top executives are responsible for
 Enabling Leadership – facilitating interaction and
strategic decisions, including competitive strategy,
implementation
organizational structure, and management programs.
3. Complementary Effects – direct leadership behaviors & TWO KEY RESPONSIBILITIES FOR TOP EXECUTIVES
management systems can complement each other.
4. Balancing Trade-offs – leaders must manage trade-offs 1. External Monitoring – top executives must stay attuned to

among performance determinants, such as balancing external factors impacting their organization, such as

efficiency with innovation, & adapt to changing conditions. customer needs, competitor actions, market trends, etc.

5. Coordination Across Levels – ensuring alignment and 2. Developing Competitive Strategy – executives are

involving managers in decision-making processes responsible for crafting strategies that ensure the

enhances overall performance. organization competes effectively and remains profitable.

6. Adaptation & Innovation – leaders must navigate complex

GUIDELINES FOR STRATEGIC LEADERSHIP
interdependencies & adjust strategies based on changing
conditions. 1. Determine long-term objectives & priorities
2. Learn what clients & customers need & want
SITUATIONS AFFECTING STRATEGIC LEADERSHIP 3. Learn about the products/activities of competitors
4. Assess current strengths & weaknesses
1. Constraints on Top Executives
5. Identify core competencies
 Internal Constraints – internal factors include the
6. Identify the need for major change in strategy
CEO's ownership stake, the board's influence,
7. Identify promising strategies
internal factions, and the organization's culture. 8. Evaluate strategy outcomes
 External Constraints – external factors include 9. Involves other executives in selecting a strategy
industry growth, market competition, product
differentiation, and regulatory environments.
2. Environmental Uncertainty & Crises – the opportunity for
executives to make significant changes is often linked to the
perceived urgency of the situation.
3. Leader’s Impact – the effectiveness of a leader is
influenced by both internal and external constraints, as well
as their personal traits and skills.

Organizational Culture – consists of shared assumptions, beliefs,

and values for the members. – its major function is to help people
understand and respond to internal and external challenges.

Executive Teams – traditional setups include a hierarchical structure

with a CEO, COO, and subordinate executives. – alternative models
include shared leadership among top executives or an "office of the
chairperson" where responsibilities are divided among several high-
ranking individuals.