C W Von Bergen Southeastern Oklahoma State University Seizing Opportunities Thats what proactive people do Identify opportunities and act on them Show initiative Take action Persevere until meaningful change occurs ID: 398270
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Slide1
Not Seizing Opportunities: The Effects of Laissez-Faire Leadership
C. W. Von Bergen
Southeastern Oklahoma State UniversitySlide2
Seizing Opportunities …
That’s what proactive people do
Identify opportunities and act on them
Show initiative
Take action
Persevere until meaningful change occurs
Being proactive is associated with
Career success
Job performance
Innovation and creativity
Entrepreneurship Slide3
Bateman and Crant’s
(1993)
Proactive
Personality Scale
1. I am constantly on the lookout for new ways to improve my life.
2. Wherever I have been.
I have
been a powerful force for
constructive change
.
3. Nothing is more exciting than seeing my ideas turn into reality.
4. If I see something I don't like, I fix
it.
5. No matter what the odds. if I believe in something I will make it happen.
6. 1 love being a champion for my ideas. even against others' opposition.
7. I excel at identifying
opportunities
.
8. I am always looking for better ways to do things.
9
. If I believe in an idea, no obstacle will prevent me from making it happen.
10. I can spot a good opportunity long before others can. Slide4
Leaders with a Proactive Personality
Intervene in response to
Good performance
Poor performanceSlide5
Leaders Low in Proactive Personality
Do
not challenge the status
quo
Fail
to identify
opportunities
Show
little
initiative
Avoid decisions
Delay responses
Hesitate to take action
Resist expressing views
Absent when needed
Characterize Laissez-faire LeadersSlide6
Laissez-faire Leadership*
A management
approach where the leader has been nominated and still physically occupies the leadership position, but where he or she has more or less abdicated the responsibilities and duties assigned to him or her.
Laissez-faire leaders do nothing
*
Lewin
,
Lippitt
, and White (1939
) Slide7
Doing
Nothing Does Something
Demotivates good performers
Decreases
the probability of future
desired
behavior
Encourages poor workers
Opens
the door for
increased
levels of
undesired
performanceSlide8
Management
Nonresponse to
Desirable
Employee Performance
Nonreinforced
subordinate good performance leads to negative subordinate affective and behavioral responses
Dissatisfaction
Performance decrement
Extinction may unintentionally occur
Analogy: houseplants that do not get watered wither awaySlide9
Great Leaders and Organizations
By providing occasions to acknowledge, recognize, and reward meaningful accomplishments, leaders create a culture where progress and appreciation prevail
.
Great organizations create greater success by praising and celebrating good performance, that is, by positive reinforcement. Slide10
Management Nonresponse to
Undesirable
Employee Performance
Qui
tacet
consentire
videtur
.
Wrongdoing
is often self-rewarding to a worker and involves an activity the person already finds
satisfying so the behavior often continues
Creates disillusionment
from the very people the business relies most upon—those who consistently produce good results.
I
gnoring undesirable behavior generally tends to maintain or increase ineffective and inefficient actions; more serious actionsSlide11
What Do These I
ndividuals
H
ave
In
C
ommon?
Pope John Paul II
Coach Joe Paterno
Major Nidal
HassanSlide12
Functional Effects of Negative Feedback
Employees
generally feel better about their supervisor, coworkers, and opportunities for advancement when their leaders hold employees accountable for poor performance.
Bad apples spoil the barrel (
Felps
, Mitchell, and
Byington
, 2006
) Slide13
Laissez-faire LeadersDestroy O
rganizations
Not seizing opportunities
to recognize good performance
to address poor performance
There is a high price of supervisory inactionSlide14
In Conclusion …
Managers seldom recognize the dramatic impact of their own failure to act on their
subordinates
Many
performance issues are created not only by what supervisors do but also by what they
don’t
do.
DOING NOTHING DOES SOMETHINGSlide15
NOT SEIZING OPPORTUNITIES TO ADDRESS EMPLOYEE PERFORMANCE IS PROBLEMATIC AND THERE IS A HIGH COST OF DOING NOTHINGSlide16
… or am I making
Much
Ado About
NOTHING
?