A511.5.3.RB_Remote Transformational Leadership

                        

     A511.5.3RB – Remote Transformational Leadership

MSLD 511: Organizational Leadership 

Embry-Riddle Aeronautical University

Worldwide: Online Campus

November 17, 2015

         

Remote Transformational Leadership 

Computer Love: The Reality 

The reality of the digital revolution is assured and measurable. It is here; it is now; it is our future. "In 2011, 75.6% of households reported having a computer, compared to 8.2% in 1984 (File, 2013)." Computers are ubiquitous tools in the business arena, too. Research has shown that users are communicating more via e-mail and that they are still figuring out communication modes and preferences. Many organizations find it difficult to differentiate between formal business protocol via the internet and the more immediate, casual form of e-mail communication. But how does that affect us? Are we able to effectively and efficiently communicate with each other through these communication mediums? Research is ongoing to identify and develop productive and successful guidelines. 

Internet usage is as follows:  

• Internet both inside and outside the home, from multiple devices (27.0 percent)
• Internet both inside and outside the home, not from multiple devices (10.3 percent)
• Internet at home only, from multiple devices (12.9 percent)
• Internet at home only, not from multiple devices (13.8 percent)
• Internet only outside the home, has a computer at home (2.6 percent)
• Internet only outside the home, no computer at home (3.0 percent)
• No Internet use anywhere, has a computer at home (14.4 percent) 
• No Internet use anywhere, no computer use at home (15.9 percent)

To E-mail or Not to E-mail: Remote Leaders 

It is known that transformational leadership can influence outcomes and can, in fact, be used effectively in e-mail communications, too. There are many instances in which a leader will question whether or not to send the team a message via e-mail or to rely on face-to-face interaction. Leaders' anxiousness over how e-mail communication is being interpreted has resulted in the investigation of the outcomes of different communication styles. "Performance on a problem-solving task would be better in an e-mail that contained intellectually stimulating and charismatic motivation. Remote transformational leadership may have the same positive effects on performance and attitudes that occurs within face-to-face interaction. E-mail communication may be used to convey the same leadership message as in face-to-face interaction (Kelloway, Barling, Kelley, Comtois, & Gatien, 2002)." This study may now comfort those leaders who may think twice about to e-mail or not to e-mail and instead use face-to-face communication. 

The real question remains whether computers have enabled or disabled our productivity, regardless of our communication choices. "Most research showed that productivity for those who had a choice of work locations - which can include satellite offices, home offices, or co-working spaces - increased, while peers who worked exclusively from home were less productive (White, 2015)." This is an outcome that needs further exploration and problem solving as more businesses are attempting to experiment with remote models. 

E-mail blast: The Experiment 

When a leader needs to send a message with explicit details to a team and seeks immediate results, an e-mail blast may be the preferred communication method. It may the leader's approach and phrasing that are most important. An experiment was conducted that required "participants to read a short scenario describing a survival situation in which they have become stranded on a mountain with limited supplies during a winter storm. An email containing either a charismatic, intellectually stimulating, neutral or transformational message was sent out to each participant regarding the results. The charismatic message outlined the leaders vision for the task and expressed confidence in the participants' abilities. The intellectually stimulating message encouraged participants to think outside the box and to approach the problem from several different angles (Kelloway, Barling, Kelley, Comtois, & Gatien, 2002)." Regardless of communication method, when in the leadership position, the message and delivery of the thoughts are the most critical components for successful outcomes. 

Click Send: The Hypothesis
The leader may now be supported by concrete research that there is enough evidence that e-mail blasts are just as effective as a boardroom meeting. "The motivation was higher when participants read an intellectually stimulating email, individual performance was better when the email was from an intellectually stimulating leader, and that an email from a charismatic leader had no significant effect on motivation but was associated with better individual performance. Group performance was greater when the groups had read an intellectually stimulating email. Group performance was better when the groups had read an email from a charismatic leader (Kelloway, Barling, Kelley, Comtois, & Gatien, 2002)." The takeaway from the research, therefore, suggests that the message the leader needs to send must relay an intellectually stimulating thought with charismatic influences and tones. 

Final Theory: to add exclamations or to not add the exclamations!!!

Research has shown that task performance improves when leaders communicate with intellectually stimulating messaging that also contains charismatic phrasing. The e-mail from the leader containing "an intellectually stimulating message was rated as being more intellectually stimulating opposed to the other options. The findings suggest that remote transformational leadership can still have the same positive effects on performance and attitudes that occurs within face-to-face interaction and that email messages may be used to convey the same leadership message as in face-to-face interaction (Kelloway, Barling, Kelley, Comtois, & Gatien, 2002)."

When leading a group via e-mail, it is important to remember that "individuals who read an intellectually stimulating e-mail rated the leader as being more intellectually stimulating than did individuals who read a non-intellectually stimulating e-mail. Participants who read a charismatic message rated the leader as being more charismatic than those who read a non-charismatic message (Kelloway, Barling, Kelley, Comtois, & Gatien, 2002)." This supports the theory that transformational leadership can occur with intellectual and inspiring messaging. 

It is important to remember that even though it is just an e-mail, individuals may still be able to detect and respond to different leadership styles expressed through e-mail communication.

The bottom line is that the digital revolution has become a part of our fabric, and we, as a society, need to adapt to change, embrace new technology introductions that can improve our lives, and strive for positive leadership, whether we are leaders or the followers.

References:

File, Thom. (2013). Population Characteristics: Computer and Internet Use in the United States. Census. Retrieved from https://www.census.gov/prod/2013pubs/p20-569.pdf

Kelloway, E. K., Barling, J., Kelley, E., Comtois, J., & Gatien, B. (2002). Remote transformational leadershipPreview the documentView in a new window. Leadership and Organization Development Journal , 24 (3), 163-171.

White, Gillian B. (2015). Working from Home: Awesome or Awful? The Atlantic. Retrieved from http://www.theatlantic.com/business/archive/2015/10/is-working-from-home-working-telecommute/411805/ 

Yukl, G. (2012). Leadership in organizations (8th ed.). Upper Saddle River, NJ: Prentice Hall. ISBN 13: 978-0132771863.

A511.4.3.RB_Leadership Traits

                        

     A511.4.3RB – Leadership Traits

MSLD 511: Organizational Leadership 

Embry-Riddle Aeronautical University

Worldwide: Online Campus

November 11, 2015

         

Leadership Traits

Managerial motivation 

Unfortunately, "a strong minority (21%) of employees surveyed describe themselves as being very engaged in their jobs; even more concerning, 8% describe themselves as being completely disengaged (Shedd, 2010)."  It is not a surprise that when employees feel engaged it effectively supports the mission and strategies of the entity.  It, therefore, makes sense that positive managerial motivation will create the environment for an engaged staff.

When employees perceive that their managers will "respond with a sense of calm and confidence no matter the situation, subordinates will focus on their work, rather than concerning themselves with job security positioning (Yukl, 2013)." 

Managerial traits 

Managerial traits are learned skill sets and take into consideration a manager’s personality, temperament, one’s needs, motives, and values.  Personality traits encompass emotional maturity, confidence, leadership, and ambition.  Emotional maturity is demonstrated when managers do not abuse their power over subordinates, when they are open to others’ expertise, and when they use their power to the benefit of others.

Emotional mature managers have a "more self-awareness of strengths and weaknesses, are oriented toward self-improvement, less self-centered, more stable emotions, less defensive, more likely to be at a high level of cognitive moral development, and maintain more cooperative relationships with subordinates, peers and superiors (Yukl, 2013)."

Needs, motives and values are used to guide subordinates using information and expertise and to encourage ethical and moral behavior. An essential managerial trait is integrity. 

Successful managers display sensitivity and are tactful and diplomatic in their dialogue. As well, they do not shy away from owning their weaknesses and mistakes and will model a sense of responsibility by implementing an action plan to correct those weaknesses and mistakes.  Successful managers will demonstrate their ability to manage as they successfully lead the team through various issues and obstacles. 

Managerial effectiveness

Managerial effectiveness requires consistent high-energy output and a high degree of stress tolerance while using an assortment of managerial traits and skills to arrive at successful outcomes.

Effective managers do not deal with issues from a victim-hood perspective of chance or uncontrollable factors but, rather, take the position that events can be controlled by their own actions.  These managers demonstrate "strong internal control orientation and are able to discover, plan, and problem solve (Yukl, 2013)."    

Managerial effectiveness requires that "a manager develop a culture of teamwork and competitiveness in the best interests of the team, that inspiration, trust and collaboration are foundation principles of the unit (Llopis, 2012)." This culture must permeate the entity for successful managerial effectiveness and the success of the business.     

Managerial effectiveness is demonstrated when the manager motives and celebrates the individual success of each team member and when the members know that their manager will lead by example.

Ineffective Leadership

Given the above effective managerial traits, ineffective leadership traits seem obvious:  defensiveness about weaknesses and failures; avoidance of a negative reality; avoidance of responsibility for a problem, even blaming others; focus on issues, and; inability to take problem solving action.  Ineffective traits that contribute to ineffective leadership are: personal ambition, even when it compromises others; inability to be trusted; poor interpersonal skills; manipulative, mean, and insensitive. From a different perspective, ineffective managers have also proven to be unrealistic to the point of being overly optimistic, resulting in risky and perhaps erroneous decision-making. As well, "a manager who is unapproachable may not be able to unite the team with the attitude and commitment that an effective manager might (Yukl, 2013)."  

A manager who "needs power seeks a position of authority, making it necessary for that manager to be in sync with the politics or the entity.  To maintain this authority, these managers tend to keep their subordinates weak and dependent, making them ineffective contributors to the goals of the business (Yukl, 2013)."

In Conclusion

I would like to believe that I am empathetic when leading my team. I am a true believer in the education and training of staff as opposed to discipline without positive management investment. As a leader, I believe in empowering staff to make decisions, analyze results, map achievements. My interpersonal relationship with staff is strong, as I enjoy interacting with them to build working relationships. I find that I am and always have been an "in-the-trenches" leader and lead by example with commitment and stamina. I will never ask my staff to take on something that I know I cannot or will not do. 

My strength is in problem-solving and creating a positive experience from a bad situation. As a result of professional certifications, I have mastered processes and efficiency. I love to analyze a process and work with others to collaborate on outcome improvements.  Interacting with staff delivers short-term and long-term results. I have found that with the improvement of working conditions and processes, teamwork is established, a sense of pride is evident and responsibility/ownership is found.

My staff tends to come to me for personal matters as well, which I know is just as important. I work with international employees who are not familiar, per se, with American cultures and find themselves in very awkward predicaments. This has led to employee weariness, distraction on the job, personal frustration and workplace depression, along with a myriad of other issues. Over time, I have become a reliable source for sound and solid advice - a confidant. I have helped staff with resume writing for their offspring, with commonplace legal matters and the interpretation of laws and resolution, and have just simply listened to cries of personal injustices.  I believe that this helps make me an effective manager in that the staff knows I am there for them and that I can be trusted to lead.   

Being a leader, mentor and manager is more than a job.  It is a lifestyle that one needs to nurture, grow, and learn every day. Reflection and introspection are key. I also think it is important to not be so hard on myself when I do make mistakes, as I find I am my hardest judge. I prefer being a situational leader, one who is motivated and uses essential tools to make thoughtful and effective decisions.   My goal is to constantly grow and, in the process, ensure my subordinates grow as well. 

"The real problem stands in the fact that the effective manager does need to have some traits. Failure to have them will leave to failure for the entire company. The true leader will always be able to inspire trust, delegate responsibility and provide direction. It is so much harder to be an effective manager than what most people believe. Many of the really successful managers from around the world did not have formal training. You need to be sure that you constantly grow. That is, most likely, the most important thing that you need (Tolentino, 2014)."

References:

Llopis, Glen. (2012). Effective Managers Earn Trust Quickly By Doing 5 Things Well. Forbes. Retrieved from http://www.forbes.com/sites/glennllopis/2012/07/10/effective-managers-earn-trust-quickly-by-doing-5-things-well/

Shedd, David. (2010). 14 Management Do's and Don'ts to Motivate Employees. Entrepreneur. Retrieved from http://www.entrepreneur.com/article/217801

Tolentino, Laura. (2014). 6 Important Traits Every Effective Manager Needs to Have. Careeralism. Retrieved from http://www.careerealism.com/effective-manager-important-traits/ 

Yukl, G. (2012). Leadership in organizations (8th ed.). Upper Saddle River, NJ: Prentice Hall. ISBN 13: 978-0132771863.