12 Nov Research is a theoretical review of relevant literature and application of findings in the literature to a topic related to a specific industry, field, or business problem. The resear
Research Paper: This is a graduate course and students will be expected to research and write papers summarizing in their own words what they have found on current topics from the weekly readings. Research is a theoretical review of relevant literature and application of findings in the literature to a topic related to a specific industry, field, or business problem. The research must be conducted using peer-reviewed trade or academic journals. While Blogs, Wikipedia, encyclopedias, course textbooks, popular magazines, newspaper articles, online websites, etc. are helpful for providing background information, these resources are NOT suitable resources for this research assignment. Please Note: The UC Library staff are very helpful with assisting students in using the UC Online Library journal database. Please contact them if you have issues. In addition, the instructor has provided additional resources, including a research tutorial, in the “Course Resources” folder in the “Content” area of the course. Assignment Requirements:
- Choose a research topic from the chapter readings
- Research/find a minimum at least four (4), preferably five (5) or more, different peer-reviewed articles on your topic from the University of the Cumberlands Library online business database. The article(s) must be relevant and from a peer-reviewed source. While you may use relevant articles from any time frame, current/published within the last five (5) years are preferred. Using literature that is irrelevant or unrelated to the chosen topic will result in a point reduction.
- Write a four (4) to five (5) page double spaced paper in APA format discussing the findings on your specific topic in your own words. Note – paper length does not include cover page, abstract, or references page(s).
- Structure your paper as follows:
- Cover page
- Overview describing the importance of the research topic to current business and professional practice in your own words.
- Purpose of Research should reflect the potential benefit of the topic to the current business and professional practice and the larger body of research.
- Review of the Literature summarized in your own words. Note that this should not be a “copy and paste” of literature content, nor should this section be substantially filled with direct quotes from the article. A literature review is a summary of the major points and findings of each of the selected articles (with appropriate citations). Direct quotations should be used sparingly. Normally, this will be the largest section of your paper (this is not a requirement; just a general observation).
- Practical Application of the literature. Describe how your findings from the relevant research literature can shape, inform, and improve current business and professional practice related to your chosen topic.
- Conclusion in your own words
- References formatted according to APA style requirements
Grading Criteria:
- Content Knowledge & Structure: All of the requested components are completed as assigned; content is on topic and related to advance human resource management, critical thinking is clearly demonstrated (few, if any, direct quotations from the source in the paper); scholarly research is demonstrated; topics and concepts gained from the assigned reading and/or from research is evident.
- Critical Thinking: Demonstrates substantial critical thinking about topics and solid interpretation of materials and reflection.
- Clarity & Effective Communication: Communication is clear, concise, and well presented; scholarly writing is demonstrated; grammar, sentence structure, writing in third person, and word choice is used correctly.
- Integration of Knowledge & Articles: Articles used are current and relevant (preferably published within last five (5) years and MUST be from peer-reviewed journal article publications. At least four (4) peer-reviewed journal articles are examined and analyzed in the paper.
- Presentation & Writing Mechanics: Cover page, headings, in-text citations, page citations (page number citations required for specific information such as dates, years, list of items from article, names, numbers, statistics, and other specific information), and references are properly formatted.
Please Note: Plagiarism will not be tolerated. The paper must be written in your own words.
CHAPTER 7
Followership
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Learning Objectives (slide 1 of 3)
Effectively manage both up and down the hierarchy
Recognize your followership style and take steps to become a more effective follower
Understand the leader’s role in developing effective followers
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Learning Objectives (slide 2 of 3)
Apply the principles of effective followership, including responsibility, service, challenging authority, participating in change, and knowing when to leave
Implement the strategies for effective followership at school or work
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Learning Objectives (slide 3 of 3)
Know what followers want from leaders and what leaders expect from followers
Use feedback and leadership coaching to help followers grow and achieve their potential
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit 7.1 – Good Leaders Manage Both Up and Down the Hierarchy
Source: Based on Mark Hurwitz and Samantha Hurwitz, ‘‘The Romance of the Follower: Part 2,’’ Industrial and Commercial Training 41, no. 4 (2009), pp. 199–206.
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Managing Up
Consciously and deliberately developing a meaningful, task-related, mutually respectful relationship with your direct superiors
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Managing Up Presents Unique Challenges
Discomfort with the idea of managing bosses
Not in control of the relationship
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
What Your Leader Wants from You
Make-it-happen attitude
Willingness to collaborate
Motivation to stay up to date
Passion to drive your own growth
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Styles of Followership
Style is determined by two dimensions
Critical thinking versus uncritical thinking
Active versus passive behavior
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Critical and Uncritical Thinking
Critical thinking
Thinking independently and being mindful of the effects of one’s own and other people’s behavior on achieving the organization’s vision
Uncritical thinking
Failing to consider possibilities beyond what one is told
Accepting the leader’s ideas without thinking
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit 7.2 – Followership Styles
Source: Based on information in Robert E. Kelley, The Power of Followership (New York: Doubleday, 1992)
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Strategies for Managing Up
Understand the leader
Learn goals, needs, strengths and weaknesses, and organizational constraints
Study the leader’s work style
Use specific tactics to improve relationship
Be a resource
Help the leader be a good leader
Build a relationship with the leader
View the leader realistically
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit 7.3 – Ways to Influence Your Leader
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit 7.4 – Sources of Power for Managing Up
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Necessary Courage to Manage Up
Courage to assume responsibility
Courage to challenge
Courage to participate in transformation
Courage to serve
Courage to live
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit 7.5 – Rank Order of Desirable Characteristics
Source: Adapted from James M. Kouzes and Barry Z. Posner, Credibility: How Leaders Gain and Lose It, Why People Demand It (San Francisco, CA: Jossey-Bass Publishers, 1993), p. 255.
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Leaders Enhance Followers’ Abilities and Contributions
Clarity of direction
Opportunities for growth
Frequent, specific, and immediate feedback
Protection from organization intrusions
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Leadership Coaching
A method of directing or facilitating a follower with the aim of improving specific skills or achieving a specific development goal
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit 7.6 – Follower Benefits from Leadership Coaching
Source: ‘‘The Business Leader as Development Coach,’’ PDI Portfolio (Winter 1996), p. 6; and Personnel Decisions International, http://www.personneldecisions.com.
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Feedback
Using evaluation and communication to help individuals and the organization learn and improve
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Feedback Tips
Make it timely
Focus on the performance, not the person
Make it specific
Focus on the desired future, not the past
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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CHAPTER 6
Courage and Moral Leadership
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Learning Objectives (slide 1 of 2)
Combine a rational approach to leadership with a concern for people and ethics
Understand how leaders set the ethical tone in organizations and recognize the distinction between ethical and unethical leadership
Recognize your own stage of moral development and ways to accelerate your moral maturation
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Learning Objectives (slide 2 of 2)
Know and use mechanisms that enhance an ethical organizational culture
Apply the principles of stewardship and servant leadership
Recognize courage in others and unlock your own potential to live and act courageously
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Ethical Climate in Business
Leaders face pressures that challenge their ability to do the right thing
Obstacles for leaders:
Personal weakness and self-interest
Pressures to:
Cut costs and increase profits
Meet the demands of vendors or business partners and look successful
Please shareholders
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Leaders Set the Ethical Tone (slide 1 of 2)
Act as positive role models
Signal what matters by their behavior
Focus on employees, customers, and the greater good
Not paying attention to gaining benefits themselves
Honest with employees, partners, customers, vendors, and shareholders
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Leaders Set the Ethical Tone (slide 2 of 2)
Strive for fairness and honor agreements
Share the credit for successes and accept the blame when things go wrong
Speak up against acts they believe are wrong
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit 6.1 – Comparing Ethical versus Unethical Leadership
Source: Based on Donald G. Zauderer, ‘‘Integrity: An Essential Executive Quality,’’ Business Forum (Fall 1992), pp. 12–16.
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Acting Like a Moral Leader
Business is about values and not just economic performance
The single most important factor in ethical decision making in organizations is whether leaders show a commitment to ethics in their talk and especially their behavior
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit 6.2 – How to Act Like a Moral Leader
Source: Based on Linda Klebe Treviño, Laura Pincus Hartman, and Michael Brown, ‘‘Moral Person and Moral Manager: How Executives Develop a Reputation for Ethical Leadership,’’ California Management Review 42, no. 4 (Summer 2000), pp. 128–142; Christopher Hoenig, ‘‘Brave Hearts,’’ CIO (November 1, 2000), pp. 72–74; and Patricia Wallington, ‘‘Honestly?!’’ CIO (March 15, 2003), pp. 41–42.
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit 6.3 – More Than Wheels Core Values
Source: More Than Wheels Mission and Core Values, http://www.morethanwheels.org/mission (Retrieved May 18, 2013).
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Moral Leadership
Distinguishing right from wrong and doing right; seeking the just, honest, and good in the practice of leadership
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit 6.4 – Three Levels of Personal Moral Development
Sources: Based on Lawrence Kohlberg, ‘‘Moral Stages and Moralization: The Cognitive-Developmental Approach,’’ in Moral Development and Behavior: Theory, Research, and Social Issues, ed. Thomas Likona (Austin, TX: Holt, Rinehart and Winston, 1976), pp. 31–53; and Jill W. Graham, ‘‘Leadership, Moral Development, and Citizenship Behavior,’’ Business Ethics Quarterly 5, no. 1 (January 1995), pp. 43–54.
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit 6.5 – Changing Leader Focus from Self to Others
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Authoritarian Management
Traditional leadership
Organizational stability and efficiency are paramount
Leaders
Direct and control their people
Set the strategy and goals, as well as the methods and rewards for attaining them
Subordinates are controlled by leaders
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Participative Management
Increased employee participation through employee suggestion programs, participation groups, and quality circles
Paternalistic mindset
Leaders determine purpose and goals, make final decisions, and decide rewards
Employees suggest quality improvements, act as team players, and take greater responsibility for their own jobs
Employees are not true partners in the enterprise
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Stewardship
A belief that leaders are deeply accountable to others as well as to the organization, without trying to control others, define meaning and purpose for others, or take care of others
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Framework for Stewardship
Adopt a partnership mindset
Give decision-making power and the authority to act to those closest to the work and the customer
Tie rewards to contributions rather than formal positions
Expect core work teams to build the organization
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Servant Leadership
Leadership in which the leader transcends self-interest to serve the needs of others, help others grow, and provide opportunities for others to gain materially and emotionally
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Framework for Servant Leadership
Put service before self-interest
Listen first to affirm others
Inspire trust by being trustworthy
Nourish others and help them become whole
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Courage (slide 1 of 2)
The mental and moral strength to engage in, persevere through, and withstand danger, difficulty, or fear
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Courage (slide 2 of 2)
Courage means accepting responsibility
Courage often means nonconformity
Courage means pushing beyond the comfort zone
Courage means asking for what you want and saying what you think
Courage means fighting for what you believe
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Abilene Paradox
The tendency of people to resist voicing their true thoughts or feelings in order to please others and avoid conflict
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
How Does Courage Apply to Moral Leadership
Acting like a moral leader requires personal courage
Opposing unethical conduct requires courage
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Whistleblowing
Employee disclosure of illegal, immoral, or unethical practices in the organization
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Finding Personal Courage
Believe in a higher purpose
Draw strength from others
Harness frustration and anger
Take small steps
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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CHAPTER 4
The Leader as an Individual
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Learning Objectives (slide 1 of 3)
Understand the importance of self-awareness and recognize your blind spots
Identify major personality dimensions and understand how personality influences leadership and relationships within organizations
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Learning Objectives (slide 2 of 3)
Clarify your instrumental and end values and recognize how values guide thoughts and behavior
Define attitudes and explain their relationship to leader behavior
Explain attributions and recognize how perception affects the leader–follower relationship
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Learning Objectives (slide 3 of 3)
Recognize individual differences in cognitive style and broaden your own thinking style to expand leadership potential
Understand how to lead and work with people with varied personality traits
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Self-Awareness
Being conscious of the internal aspects of one’s nature, such as personality traits, emotions, values, attitudes, and perceptions, and appreciating how your patterns affect other people
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Blind Spots
Characteristics or habits that people are not aware of or don’t recognize as problems but which limit their effectiveness and hinder their career success
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Importance of Self-Awareness
Effective leaders know who they are and what they stand for
Allow people to know what to expect from them
People require self-reflection to avoid blind spots that limit effectiveness and career success
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Personality
The set of unseen characteristics and processes that underlie a relatively stable pattern of behavior in response to ideas, objects, and people in the environment
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Big Five Personality Dimensions (slide 1 of 6)
Five general dimensions that describe personality: extroversion, agreeableness, conscientiousness, emotional stability, and openness to experience
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Big Five Personality Dimensions (slide 2 of 6)
Extroversion: Degree to which a person is outgoing, sociable, talkative, and comfortable meeting and talking to new people
Includes the characteristic of dominance
Likes to be in control and influence others
Self-confident, seeks positions of authority, and is competitive and assertive
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Big Five Personality Dimensions (slide 3 of 6)
Agreeableness: Degree to which a person is able to get along with others by being good-natured, cooperative, forgiving, compassionate, understanding, and trusting
Warm and approachable
More agreeable people are more likely to get and keep jobs
Overly agreeable people tend to be promoted less and earn less money
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Big Five Personality Dimensions (slide 4 of 6)
Conscientiousness: Degree to which a person is responsible, dependable, persistent, and achievement-oriented
Focus on a few goals
More important than extroversion for effective leadership
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Big Five Personality Dimensions (slide 5 of 6)
Emotional stability: Degree to which a person is well-adjusted, calm, and secure
Emotionally stable leader can:
Handle stress and criticism well and does not take mistakes or failures personally
Develop positive relationships
Improve relationships
Leaders with a low degree of emotional stability can become tense, anxious, or depressed
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Big Five Personality Dimensions (slide 6 of 6)
Openness to experience: Degree to which a person has a broad range of interests and is imaginative, creative, and willing to consider new ideas
Intellectually curious and seeks new experiences
Early travel and exposure to different ideas and culture are critical to development
Important because leadership is about change
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Locus of Control (slide 1 of 2)
Defines whether a person places the primary responsibility for what happens to him or her within himself/herself o
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