examining leadership and its influence on the organization

A Case Study

Examining Leadership and its Influence on the Organization

Conducted by “The Fabulous Four”Joey BattellineSarah GrayRebecca NealAngela Young

Missouri State University

Academic Advisement Center

Academic Advisement Center

The Organization: Structure

Leadership role has many shades of gray

Advisors are given opportunities to be leaders in the center other than just advising students.

The Organization: Structure

Kathy J. Davis, DirectorAmy Marie Aufdembrink, Advisor, Majors Fair CoordinatorChristina Bowles, Advisor, GEP 101 InstructorTracey A. Glaessgen, Advisor, Focus on Pre-lawRoss Hawkins, Transfer AdvisorSusan Martindale, Advisor, First Year Foundations GEP 101Darren Wienberg, Advisor, Focus on Pre-Health SciencesKatie Tucker, Administrative Assistant4 Student Workers

The Organization: Personnel

Longer Sessions with StudentsMajors Fair Master Advising Training ProgramCurtis P. Lawrence Excellence in Advising AwardJump Start

The Organization: HistoryAcademic Advising Center since Kathy Davis

Transformational Leadership

According to Peter Northouse (2010) transformational leaders are “concerned with emotions, values, ethics standards, and long-term goals, which includes assessing followers’ motives, satisfying their needs, and treating them as a full hum beings” (p.171).

Bass’ Transformational Leadership Factors

Bernard M. Bass believed that there are four transformational leadership factors that transformational leaders exhibit.

Idealized Influence or CharismaInspiration or Inspirational MotivationIntellectual StimulationIndividualized Consideration

Idealized Influence or Charisma

This factor describes leaders who are great role models for those who follow them. These leaders also have a strong moral compass and can always be counted on to make the most ethical decision.

Inspiration or Inspirational Motivation

Leaders with this factor have high expectations for their followers and motive their followers in a positive manner to meet those expectations. They also “use symbols and emotional appeals to focus group members’ efforts to achieve more than they would in their own self-interest” (Northouse, 2010, p. 179).

Intellectual Stimulation

If a leader posses this factor, they allow their followers to feel comfortable thinking outside the box and to challenge their own values and believes. This factor can help foster innovative ways to solve problems within an organization or division, as well as create new organizational structures and dynamics.

Individualized Consideration

Leaders who have this factor are often viewed as an advisor or coach because they “provide a supportive climate in which they listen carefully to the individual need of follower” (Northouse, 2010, p. 179).

Tierney’s (1988) Six Essential Concepts:EnvironmentMissionSocializationInformationStrategyLeadership

Martin’s (2002) Cultural ManifestationsCultural Forms

The Organizational Culture

Serving the Entire Campus – Mainly UndergraduateAll Staff Cross-Trained to Know Every JobVery Connected Atmosphere with Individualized Office Spaces

Culture

Mission

“The mission of academic advising at Missouri State University is to assist students

as they develop meaningful educational plans to help them achieve their life goals” (The Academic Advisement Center, 2012).

Weekly Meetings of the Entire StaffRegular Personal Contact Between Kathy and Staff Members

Socialization

InformationMajor’s FairJump STARTGEP 101 Classes

New ideas are welcomed, and initially reviewed with Kathy Davis before sharing with the entire office.

Strategy

LeadershipVery flat structure Everyone reports to Kathy DavisCross TrainingIndividualized Assignments with no feel of micro-managing

Aspects of cultural form “provide important clues to what employees are thinking, believing, and doing [in the workplace]” (Martin, 2002, p.65).

Cultural Forms

Displaying pictures from SOAR each yearWearing a “birthday poncho”Master Advisor Award ReceptionCelebrating personal and professional milestones of the office staff

Culture OverviewThe programs and efforts of the department are all directly connected to accomplishing the mission, and the employees feel valued and confident in their abilities.

Productive

Cohesive

Positive

Shift in workloadProfessional DevelopmentGEP 101

How does it correlate?

Proactive Culture

Inspirational

Motivation

As defined by Northouse, a transformational leader takes care of their own!

If you’re not doing well at home, then you can’t do well at your job.

-Susan Martindale, Academic Advisor

How does it correlate?

Relational Morale

IndividualizedConsideration

Overarching tasks are delegated, but never micro-managed Everyone is given the chance to act as the “BOSS”Tasks are delegated according to strengths

WebsiteMajors Fair

How does it correlate?

Fluctuating Hierarchy

Intellectual Stimulation

A happy employee is an effective company!• Professional development is encouraged• Career exploration is encouraged

Such encouragement protects the student-centered culture as outlined within the mission.

How does it correlate?

Shared ValuesIndividualizedConsideration

Leveraging charisma and influence•Campus leaders are recruited for staff meetings•Campus connectivity improves

How does it correlate?Campus-Wide Environment

IndividualizedInfluence

What Miss Davis emulates is also felt and seen by her subordinates.

All employees responded with similar statements during the interview process.Transformational is effective NOW, but will it always be?Contractual balance between leadership and culture is key to organizational change.

Concluding Remarks

Questions

Bolman, L. G., & Deal, T. E. (2009). Reframing organizations, artistry, choice, and leadership. (4th ed., pp. 251-278). San Fransico, CA: Jossey- Bass Inc Pub.Martin, J. (2002). Organizational culture: Mapping the terrain. Thousand Oaks, CA: Sage.Northouse, P. G. (2010). Leadership (5th ed.). Thousand Oaks, CA: Sage.The Academic Advisement Center. (2012, February 15). Retrieved from http://www.missouristate.edu/advising/default.htmTierney, W. G. (1988). Organizational culture in higher education: Defining the essentials. Journal of Higher Education, 59(1), p. 2-21.

References