Leadership in Organizations

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Leadership in Organizations

• Chapter 8

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• All over this country, corporations and
  government agencies, there are millions of
  executives who imagine that their place on the
  organizational chart has given them a body of
  followers. And of course it hasnt. It has
  given them subordinates. Whether subordinates
  become followers depends on whether the
  executives act like leaders.
• John Gardner

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Symbolic Leadership in the Organization

• Communicating and organizing
• Creation of shared meaning
• Development of organizational language,
  ceremonies, customs and beliefs
• Newcomers adjustments
• Subcultures

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Symbolic Leadership in the Organization

• Elements of Organizational Culture
• Assumptions
• Unstated beliefs about human relations, human
  nature, truth, the environment and
  universalism/particularism
• Deeply held beliefs that guide behavior
• Values
• Reflect what the organization feels it ought to
  do
• Often declared in a companys mission statement
  or annual report
• A deeper level of culture

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Symbolic Leadership in the Organization

• Elements of Organizational Culture (cont)
• Symbols (aka artifacts)
• Visible elements used in daily interaction
• Communicate organizational culture by unspoken
  messages

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Symbolic Leadership in the Organization

• Language
• Powerful motivator
• Binds organization together
• Internal communication
• Ways to communicate
• Communicating up and down
• Face-to-face
• Employee-oriented publications
• Communicate visually
• Communicate Online
• Internal branding

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Southwest Airlines

• The Mission of Southwest Airlines
• The mission of Southwest Airlines is dedication
  to the highest quality of Customer Service
  delivered with a sense of warmth, friendliness,
  individual pride, and Company Spirit.
• To Our Employees
• We are committed to provide our Employees a
  stable work environment with equal opportunity
  for learning and personal growth. Creativity and
  innovation are encouraged for improving the
  effectiveness of Southwest Airlines. Above all,
  Employees will be provided the same concern,
  respect, and caring attitude within the
  organization that they are expected to share
  externally with every Southwest Customer.
• January 1988

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The Ritz-Carlton

• THE EMPLOYEE PROMISE   
• At The Ritz-Carlton, our Ladies and Gentlemen are
  the most important resource in our service
  commitment to our guests.
• By applying the principles of trust, honesty,
  respect, integrity and commitment, we nurture and
  maximize talent to the benefit of each individual
  and the company.
• The Ritz-Carlton fosters a work environment where
  diversity is valued, quality of life is enhanced,
  individual aspirations are fulfilled, and The
  Ritz-Carlton Mystique is strengthened.

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Symbolic Leadership in the Organization

• Stores and myths
• Reflect important values
• Inspire and describe what members should do
• Carry more weight if it is from a coworker
• Must be credible

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Symbolic Leadership in the Organization

• Rituals, rites, and routines
• Rites of passage events marking important
  changes in roles and statuses
• Rites of degradation used to lower the status
  of members
• Rites of enhancement used to raise the standing
  of members
• Rites of renewal strengthen the current system
• Rites of conflict reduction used to resolve
  conflicts

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Symbolic Leadership in the Organization

• Rituals, rites, and routines
• Rites of integration tie subgroups to the
  larger system
• Rites of creation used to celebrate and
  encourage change
• Rites of transition used to help members to
  adjust to unexpected changes
• Rites of parting used to help members
  understand and accept loss

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Symbols/Artifacts

• Written materials
• Metaphors
• Dress and physical appearance
• Buildings
• Products
• Technology
• Heroes
• Logos
• Office decor

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The Nature of Symbolic Leadership

• Symbolic leadership
• Management of meaning
• Framing
• How leaders encourage adoption of a single
  explanation

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Translating Corporate Vision into Action

• Lower-level leaders must
• Help followers understand the new concept
  associated with the new vision
• Show followers how the new vision is relevant to
  their jobs
• Demonstrate enthusiasm for the vision
• Relate new ideas with the established programs
  and practices
• Help stakeholders see the next step in
  implementing the vision

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Symbolic Leadership

• Leaders Vision
• Directs followers attention to future goals
• Guides the organization down a single path
• Pays close attention to organizational culture
• Provides stability and reduces anxiety
• Lays groundwork for future change
• Becomes change agents

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Shaping Culture

• Primary Methods to Change Culture
• Attention consistently emphasize the
  organizations values
• Reactions to critical incidents the
  organizations response to stressful events
• Resource allocation how the organization spends
  its money
• Role modeling development of those who share
  the vision
• Rewards reward those who support the
  organizations goals
• Selection hire those that share the
  organizations values

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Shaping Culture

• Secondary Mechanisms
• Structure organizational structure
• Systems and procedures organizational routines
  that reinforce importance
• Rites and rituals can be used to encourage
  change
• Physical space can transmit your values
• Stories can create new ones and change old ones
• Formal statements credos and mission statements

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Leadership in Crisis

• Anatomy of a Crisis Stages
• Prodromal phase
• Warning
• Prevention
• Acute crisis stage
• The point of no return
• Damage control
• Chronic crisis phase
• Long lasting
• Contingency plans
• Crisis resolution stage

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Crisis Management Tools

• Vigilance
• Determining the possible consequences of
  decisions
• Assessing the risks involved in choices
• Determining the causes of the problem
• Guard against premature closure

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Crisis Management Tools

• Action Plans development of plans
• Crisis Management Teams
• Leadership
• Training
• Designated Spokespersons
• Cooperative Media Strategies
• Honesty and Compassion
• Image Insurance

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The Pygmalion Effect

• Greek mythology
• Living up to expectations
• Characteristics that impact expectations
• Level of leaders self esteem
• Level of leaders expectations

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Communications of Expectations

• Climate
• Refers to the type of social and emotional
  atmosphere leaders create for followers
• Input
• Through the number and types of assignments given
• Output
• Ability to express opinions
• Feedback
• Amount and kind of feedback

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Galatea Effect

• Power of self-expectations
• Can be used to counteract negative expectations
  of leaders

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Making Pygmalion Work

• Examine how you communicate expectations
• Learn about expectations
• Eliminate labels
• Have new employees work under effective managers
• Move low performing managers

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Nonverbal Cues that Communicate Positive
Expectations

• Time - Dont keep employees waiting, give
  adequate time, make frequent contact.
• Setting Meet in pleasant, attractive
  surroundings and avoid using furniture as a
  barrier.
• Physical Proximity - Sitting or standing close to
  an employee promotes warmth and decreases status
  differences.
• Gestures Make frequent use of open palm
  gestures.

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Nonverbal Cues that Communicate Positive
Expectations

• Head Movements Use head nods, but do not
  indicate suspicion by cocking the head or tilting
  it backward while the other person is speaking.
• Facial Expression Smile frequently.
• Eye Make frequent, direct eye contact.
• Voice Combine pitch, volume, quality, and rate
  to communicate warmth. Avoid sounding bored or
  disinterested.