High Performance Leadership and Motivation

1
High Performance Leadership and Motivation
Steffen R. Giessner (sgiessner_at_rsm.nl) Rotterdam
School of Management, Erasmus University,
Netherlands
2
Who am I?
3

• Steffen
• German (born in East Germany)
• In a relationship (to a Chemist)
• MSc at University of Kent at Canterbury, U.K.
• PhD at University of Jena, Germany
• Associate Professor _at_ Rotterdam School of
  Management
• Main research interests leadership, power, MAs
• Banker, HR work _at_ Lufthansa Deutsche Bank

Why am I studying and teaching leadership?
4
Who am I?
Who are you?
5
Preparation Session

• Course outline
• Assignments of presentations
• Process model

6
What is

• A successful manager?
• An effective manager?
• A average manager?

7
(No Transcript)
8
Learning Goals

• Theories of leadership
• Apply theory in practice
• understanding leadership
• solving problems

9
Why was this a good speech?

• Two thousand years ago the proudest boast was
  civis Romanus sum. Today, in the world of
  freedom, the proudest boast is Ich bin ein
  Berliner. All free men, wherever they may live,
  are citizens of Berlin, and, therefore, as a free
  man, I take pride in the words Ich bin ein
  Berliner.
• John F. Kennedy

10
What Kind of Leader Do You Want to Become?
11
Schedule
Date Time Topic
June 28 9.00 - 12.00 Introduction, overview, history
13.00 - 16.00 Charismatic transformational leadership
16.00 - 18.00 Case presentations Exam practice
June 29 9.00 - 12.00 Leadership, leader categories and gender
13.00 - 16.00 Self-concept analysis of leadership
16.00 - 18.00 Case presentations Exam practice
June 30 10.00 - 13.00 Ethical Leadership
14.00 - 15.00 Case presentations Exam practice
15.00 18.00 Influence tactics
12
Products

• Participation in course
• Presentation of case
• Final exam

13
Case Assignments

• Find case material
• Describe case
• Explicitly apply theory to address issue raised
  in assignment
• Present assignment

14
Case Presentations

• Informal (30 min including interactions)
• Present a process model
• focus on main point
• YOU are the audience
• LEAD the audience (i.e., be interactive)!

15
Literature

• Find-your-own
• newspapers magazines
• organizational communications
• internet
• scientific literature
• etc
• Connect course literature (parts)

16
Diagnosis

• Problem definition
• Possible causes
• Case background info
• Scientific literature
• Process model
• Schematic representation of causal relationships
  between variables

17
Process Model

• Formalized representation of diagnosis
• Causal relationship between variables
• Boxes depict variables
• Arrows depict causal relationships

18
Causal Relationship
Charismatic leadership
Follower performance

19
Mediated Relationship
Charismatic leadership

Collective identification

Follower performance
20
Moderated Relationship
Charismatic leadership
Follower performance


Crisis
21
Process Model Identifies

• Problem
• Causes
• Mediating process explanation
• Moderating processes - conditions
• Possibilities for intervention

22
Level of Complexity

• When presenting your case process model
• Have at least one mediating process and one
  moderating process

23
Topics for Case Presentations
Charismatic transformational leadership
(3) Bass, B. M. (1990). From transactional to
transformational leadership Learning to share
the vision. Organizational Dynamics, 18,
19-31. Conger, J. A., Kanungo, R. N. (1987).
Towards a behavioral theory of charismatic
leadership in organizational settings. Academy of
Management Review, 12, 637-647. Leadership,
leader categories and gender (1 or 2) Eagly, A.
H., Karau, S. J. 2002. Role congruity theory of
prejudice toward female leaders. Psychological
Review, 109, 573598. Ryan, M. K., Haslam, S.
A. (2007). The Glass Cliff Exploring the
Dynamics Surrounding the Appointment of Women to
Precarious Leadership Positions. Academy of
Management Review, 32, 549-572. Self-concept
analysis of leadership (1 or 2) van Knippenberg,
D, van Knippenberg, B., De Cremer, D., Hogg, M.
A. (2004). Leadership, self, and identity A
review and research agenda. Leadership Quarterly,
15, 825-856. Giessner, S. R., van Knippenberg,
D., Sleebos, E. (2009). License to fail? How
leader group prototypicality moderates the
effects of leader performance on perceptions of
leadership effectiveness. The Leadership
Quarterly, 20, 434-451. Ethical Leadership
(2) Brown, M. E., Treviño, L. K. (2006).
Ethical leadership A review and future
directions. Leadership Quarterly, 17, 595-616.
Giessner, S. R., van Quaquebeke, N. (2010).
Using a relational models perspective to
understand normatively appropriate conduct in
ethical leadership. Journal of Business Ethics,
95(1 Supplement), 43-55.
24
Questions