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chapter 13 leadership
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- 1chapter 13 leadership-asf
- 2leader and leadeship-someone who can influence and who has managerial authority
-the process of influencing individuals or groups towards the achievement of their goals - 3early leadership theories Trait theories (20's -30's)-research that focuesed on identifying personal characteristics that differentiated leaders for non - leaders was successful
-later research on the leadership process identified seven traits - 4eight traits-drive
-desire to lead
-honestly and integrity
-self - confidence
-intelligence
- job-relevant knowledge
-extraversion
-proneness to gulit - 5behavioral theories university of Iowa autocratic, democratic, laissez- faire styleautocratic style- leader that tends to centralize authority, dictate work methods, make unilateral decisions, and limit employee participation
democratic - leaders tend to involve employees in decision making, encourage participation in deciding work methods and goals
laissez-faire: leader tends to give the group complete freedom to make decisions and complete the work in whatever way they see fit - 6university of Iowa studies Kurt lewin-no specific style of leader, employees are more comfortable under a democratic leader than an autocratic
- 7Ohio state studies-identify two dimension of leader behaviour
initiating structure - leader defines his or her role and the roles of group members in attaining goals
consideration: leader has work relationships characterized by mutual trust and respect for group members’ ideas and feelings
High - High: leader high in initiating structure and consideration behaviours
High - high get better results - 8university of Michigan studies identify two dimensions of leader behavioremployee orientation - emphasizing personal relationships
production orientation - emphasizing task accomplishment - 9managerial grid-A two dimensional grid of leadership behaviors concern for people and concern for production—that results in five different leadership styles
-concern for people
-concern for production - 10The Fiedler ModelA leadership theory that proposed that effective group performance depended on the proper match between a leader’s style and the degree to which the situation allowed the leader to control and influence
- 11least preferred co - worker questionnaireA questionnaire that measured whether a leader was task or relationship oriented
- 12the fielder model-least-preffered co-worker (LPC) questionaire, determines leadership style by measuring reponses to 18 pairs of contrasting adjectives
high score: a relationship-oriented leadership style
low score: a task oriented leadership style - 13contingency theories fielders research- three contingency factors that defined the key situational factors in leader effectiveness
leader-member relations- the degree of confidence, trust, and respect employees had for their leader, rated as either good or poor
task structure: The degree to which job assignments were formalized and structured; rated as either high or low
position power: the degree of influence a leader had over activities such as hiring, firing, and salary increases, rated as either strong or weak - 14situational leadership theory- a leadership contigency theory that focuses on followers readiness
- 15hersey and blanchards's situational leadership theory-successful leadership is achieved by selecting a leadership style that matches the level of followers' readiness
readiness - extent to which people have the the ability and willingness to accomplish a specific task
-leaders must give up control as followers become more competant - 16hersey and blanchards situational leadership theory cont'd4 specific leadership styles incorporating fielders two leadership dimensions
telling: high task - low relationship leadership
selling: high task-high relationship leadership
participating: low task - high relationship leadership
delegating: low task - low relationship leadership - 17identifies four stages of followers readinessR1: followers unstable and unwilling
R2: followers are unstable and willing
R3: followers are stable and unwilling
R4: followers are stable and willing - 18path - goal theory (SLT)- a leadership contingency theory that says the leaders jobs is to assist followers in attaining their goals and provide direciton or support needed to ensure that their goals are compatible with those of the group or the organization
- 19path goal cont'd-leader's job is to assist his or her followers in achieving their organizational goals
-directive, supportive, participative, achievement - oriented - 20some predictions from path-goal theorydirective leadership - leads to greater satisfaction when tasks are ambiguous or stressful than when than when they are highly structured and well laid out
supportive leadership - results in high employee performance and satisfaction when subordinates are performing structured tasks
-directive leadership is likely to be perceived as subordinates with high perceived ability or with considerable experience - 21contingency theories of leadership- the clearer the formal authority relationships, the more leaders should exhibit supportive behaviour and de-emphasize directive relationship
-directive leadership will foster high satisfaction within the workplace when there is conflict
-subordinates with an internal locus of control will be more satisfied with a participative style
-subordinates with an external locus of control will be more satisfied with a directive style - 22achievement-oriented leadership-will increase subordinates' expectations that effort will lead to high performance when tasks are ambiguously structed
- 23leader - member exchange-The leadership theory that says leaders create in-groups and out-groups and those in the in-group will have higher performance ratings, less turnover, and greater job satisfaction
- 24transactional leadership-leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements
- 25transformational leadership-leaders who inspire followers to go beyond their own self-interests for the good of the organization. leaders who have a profound or extraordinary effect on their followers
- 26how to be a transformational leaderindividualized consideration- pay attention to individuals to help them reach their full potential
intellectual stimulation - provide "ways and reasons for followers to change the way they think about" things
inspirational motivation: "set an example of hard work, give "pep" talks, and remain optimistic in times of trouble
idealized influence: show respect to others, buliding confidence and trust about the mission in followers - 27charismatic leader-an enthusiastic, self-confident leader whose personality and actions influence people to behave in certain ways
- 28characteristics of a charismatic leader-have a vision
-have the ability to articulate the vision
-are willing to take risks to achieve the vision
-are sensitive to the environment and the the followers needs
-exhibit behaviours that are out of the ordinary
-increased motivation, greater satisaction, more profitable companies - 29visionary leadership-the ability to create and articulate a realistic, credible, and attractive vision of the future that improves on the present situation
they have the ability to:
explain - the vision of others
express - the vision not just verbally but through behaviour
extend - or apply to different leadership contexts - 30team leadership characteristics-having the patience to share information
-being able to trust others and give up to authority
-understanding when to intervene - 31team leader's job-managing the team's external boundary
- faciliting the team process
i.e - coaching, facilitating, handling disciplinary problems, reviewing team and individual performance - 32types of powerlegitimate power
coercive power - punish and control
reward power - the power to give rewards
expert power - power that's based on expertise
referent power - power that arises because of a person's desirable resources or admiral personal traits - 33leadership issuses in the 21 cent. developing trust-credibility - the degree at which followers perceive someone as honest, competent, and able to inspire
trust - the belief in integrity, character, and the ability of a leader
suggestion for building trust: practice openness, be fair - 34providing ethical leadership-moral and means to achieve goals
defn- is more than being ethical
- includes reinforcing ethics through organization mechanisms - 35empowering employees-giving more authority to employees to make decisions
conditions for empowerment:
clear definition of companys mission and values
-have relevent skills
-employees have to be supported, not criticized
-employees need to be recognized for their efforts - 36Globe study-vision
-foresight
-providing encouragement
-trustworthiness
-dynamism
-positiveness
-pro activeness - 37becoming an effective leaderleader training
-some people don't have what it takes to be a leader
- some people are more motivated than others
substitutes for leaders
-some people don't need leaders
-leaders need to be aware of follower's needs - 38summary and leadershippizza rolls