JOSHUA FLOYDSHAWNA HARPERDANA HARRISON

TERRY AYERS-RYANLESTER ARNOLD

AMBA 5230JANUARY 10, 2009

The IMPORTANCE OF

ATTITUDES IN LEADERSHIP

Outline

Introduction (Joshua Floyd)

Leadership and how it drives motivation and

satisfaction (Shawna Harper)

Attitude(s) towards organizational change

and employee stress (Dana Harrison)

Self-Awareness (Terry Ayers-Ryan)

Conclusion (Lester Arnold)

Tough Tasks

What is one of the most difficult tasks facing managers within the workplace?- Technology, plant upgrades - Meeting production and other

goals- Safety and security - Time management- Completing job responsibilities - Cost and budget items- Employee attitudes

What brings on this attitude/behavior? A. Family strife? B. Wages? C. Dislike in boss? D. Monetary concerns? E. Dislike in job/position? F. Dislike towards co-workers?

ANSWER: It depends!

Give and take (for employee and manager)

Quoting attitude

Calendars Motivational sayings Workplace postings Famous writers Historical figures Professional athletes, coaches Professors, teachers Teammates Co-workers Family, Relatives

But what are the effects?

Definitions

Attitude – Identifying a definitive “target” or “object” How one expresses feeling towards that

“target” or “object” Formulating more questions about that feeling Resorting to possible predetermined actions

when associated with “target” or “object”

Value – Relative worth, importance and/or merit

with respect to usefulness and importance

VAM Model

Work Values Work Attitudes

Work Moods

Attitude Dimensions

With respect to time? RetrospectiveWith respect to dynamism? EvolvingWith respect to focus? Specific

Retrospective – “after the fact”Evolving – continually changing through

timeSpecific – certainly not general

Much different than values and moods

Employee Motivation and Satisfaction

Leadership vs. Management

What is the difference between

leadership and management?

Transformational Leadership

“Occurs when one or more persons engage with others in such a way that leaders and followers raise one another to higher levels of motivation and morality” (J.M. Burns, 1978)

One who motivates followers to do more than they originally expected to do (B.M. Bass, 1998)

Transformational Leadership

“a transformational leader differs from a transactional one by not merely recognizing associates’ needs, but by attempting to develop those needs from lower to higher levels of maturity. Transformational leaders engage the full person so that associates are developed into leaders”. (Bass & Avolio, 1997)

Influential Leader

Influential Leader

Internal context of the individual’s behavior is the foundation for transformational leadership (Herrington, Bonem & Furr, 2000)

Leaders must experience personal transformation

Two primary areas of the leader’s influence - Deep thinking and empathy (Schuster, 1994)

Influential Leader

Transformational leader’s internal, external, and relational context of behavior connect with the followers’ own sense of internal motivation

Provide a model for internally motivated people

Elevate the interest of people (Bass, 1990)

Attract internally motivated people, inspire them with a mission and initiate new ways of thinking (Keller, 1995)

Inner Characteristics

Value System

Values form the core of our personality, influencing the choices we make, the people we trust, the appeals we respond to, and the way we invest our time and energy (Posner and Schmidt, 1992)

Transformational leadership is based on the role of conscious purpose drawn from values (Burns, 1978)

Value System

Value – “an enduring belief that a specific mode of conduct or end-state of existence is personally or socially preferable to an opposite or converse mode of conduct or end-state of existence” (Rokeach, 1973)

Instrumental and Terminal Values

Value System – A set of rank-ordered values

It is not individual values that explain attitudes and behaviors but the entire value system (Rokeach and Ball-Rokeach, 1989)

Terminal Values

“A World at Peace”Equality Social RecognitionAn Exciting LifePleasureMature Love

Instrumental values

Influencing People of the Organization

Work from the inside out

Emphasize free will and drive out the inner fear of followers

Strongly engage followers’ self-concepts (Bass & Avolio, 1997)

Enable followers to develop themselves

Leaders touch the internal mindset of the people

Attitude(s) towards organizational change and

employee stress

What causes organizational change?

External Factors• Economic• Political• Competitors

Internal Factors• People• Structure• Technology

Unfreezing

Moving Refreezing

Organizational Change

90% of people felt that change in their organization affected them at least moderately.

“70% of all change initiatives fail”

“84% of US companies were in the process of at least one major change initiative and 46% said that they had three or more change initiatives in progress.”

Success of corporate change programs relies heavily on resistance to change.

Individual attitudes affected by change

“Attitude formation is based on an individual’s

consideration of a subset of characteristics drawn

from an attitude object.” (Lines)

Negative Attitudes Uncertainty Failure to adapt

Positive AttitudesExcitementHappiness

Hierarchical Model

1)Superordinate: overall evaluation of the change

2)Basic: beliefs defined as a result of the change(evaluative and non-evaluative)

3)Subordinate: values by which the change is evaluated

Main Reasons

1)Produce selective exposure

2)Biased memory

3)Active argumentation against inconsistent information

“The formation of attitudes toward the change is acrucial event in the change process, because, once formed attitudes may be extremely difficult to alter.”

Negative employee attitudes affect on organization

“Evidence suggests that negative attitudes to change have negative consequences for the organization.”

Increased stress causes Lower job satisfaction Low motivation and morale Decrease in performance Increased accidents Poor internal communication and conflicts Increased intentions to quit Lower organizational commitment

Leaders Overcoming Resistance

Managers are responsible for theintroduction and control of the change.

5 steps to overcome resistance1)Communication2)Proper attitude3)Lead by example4)Solicit opinions5)Reward acceptance

Self-Awareness

Self-Awareness

Three major self-other agreement categories: Overestimators Underestimators In-Agreement

The work of Mabe and West (1982) suggests that individuals in-agreement are intelligent, have a high need for achievement and a strong internal locus of control.

If a team is truly working together,where is the place of a leader in such a

situation?

Self-Awareness

Transactional Leadership – associated with contingent reinforcement and allows the worker freedom to perform as sees fit with the leader intervening when a problem occurs. The leader and subordinate bargains to assure goal attainment.

Transformational Leadership – Not involved in bargaining rather they motivate the worker to achieve longer-lasting goals instead of short-term ones.

Self-Awareness

Tools to make you aware

OPEN THE DOOR… ACKNOWLEDGEMENT

SOLICIT FEEDBACK ASSESSMENTS REFLECT ON DAY’S EVENTS

ASK QUESTIONS

LISTEN – without justifying

Self-Awareness Quotes

“To be aware of a single shortcoming in oneself is more useful than to be aware of a thousand

in someone else.”-- H. H. the Dalai Lama

"You can live a lifetime and,at the end of it, know more about otherpeople than you know about yourself."

-- Beryl Markham

Conclusion

Importance Of Attitudes in Leadership

Leadership Drives Employee Motivation & Satisfaction

Attitudes and Organizational Change

Self-Awareness

Final Thoughts

Leadership is not just about being in

control. It is also about self-

awareness, a positive attitude, dealing

with people, effective communication,

resolving conflict and managing

stress.

Final Thoughts

Questions