Leadership

Leadership

1. Leadership: The ability to influence people toward the attainment of goals.

   • Influence: Means that the relationship among people is not passive.
   • Humility: Means being unpretentious and modest rather than arrogant and prideful.
   • Level 5 Leadership: Refers to the highest level in a hierarchy of manager capabilities.
     • Highly Capable Individual
     • Contributing Team Member
     • Competent Manager
     • Effective Leader
     • Executive
   • Interactive Leadership: Means that the leader favors a consensual and collaborative process, and influence derives from relationships rather than position power and formal authority.
   • Management: Promotes stability, order, and problem solving within the existing organizational structure and systems. Needed to help the organization meet current commitments.
   • Traits: The distinguishing personal characteristics of a leader (intelligence, honesty, self-confidence, and even appearance).
   • Types of Leader
     • Charismatic Leader: A leader who has the ability to inspire and motivate people to do more than they would normally do.
       • Vision: An attractive, ideal future that is credible yet not readily attainable.
     • Transformational Leader: A leader distinguished by a special ability to bring about innovation and change.
     • Transactional Leader: A leader who clarifies subordinates’ role and task requirements, initiates structure, provides rewards, and displays consideration for subordinates.
     • Servant Leader: A leader who works to fulfill subordinates’ needs and goals as well as to achieve the organization’s larger mission.
   • Moral Leadership: Distinguishing right from wrong and choosing to do right in the practice of leadership.
     • Courage: The ability to step forward through fear and act on one’s values and conscience.

2. Behavioral Approaches

   • Metacategories
     • Task-Oriented Behavior
     • People-Oriented Behavior.
   • Ohio State Studies: Researchers at the Ohio State University surveyed leaders to study hundreds of dimensions of leader behavior.
     • Consideration: A type of behavior that describes the extent to which the leader is sensitive to subordinates, respects their ideas and feelings, and establishes mutual trust.
   • Michigan Studies: Studies at the university of Michigan that compare the behavior of effective and ineffective supervisors.
     • Employee-Centered Leaders: Leaders who establish high performance goals and display supportive behavior toward subordinates.
       • Initiating Structure: A type of leader behavior that describes the extent to which the leader is task oriented and directs subordinate work activities toward goal attainment.
     • Job-Centered Leaders: Leaders who tended to be less concerned with goal achievement and human needs.
   • Managerial Grid: Theory made by two students of the university of Texas (Blake and Mouton) based on the work of the Ohio State and Michigan studies.
     • Leadership Grid: A two-dimensional leadership theory that measures the leader’s concern for people and for production.
       • Team Management
       • Country Club Management
       • Authority-Compliance Management
       • Middle-of-the-Road Management
       • Improverished Management

3. Contingency Approach: A model of leadership that describes the relationship between leadership styles and specific organizational situations.

   • Situational Theory: A contingency approach made by Hersey and Blanchard’s to leadership that links the leader’s behavioral style with the task readiness of subordinates.
     • Telling Style
     • Selling Style
     • Participating Style
     • Delegating Style
   • Fiedler’s Contingency Theory: Fiedler and his associates looked at some other elements of the organizational situation to assess when one leadership style is more effective than another.
     • Highly Favorable: When the leader-member relationships are positive, tasks are highly structured, and the leader has formal authority over followers.
     • Highly Unfavorable: When leader-member relationships are poor, tasks are highly unstructured, and the leader has little formal authority.
   • Substitute: A situational variable that makes a leadership style unnecessary or redundant.
     • Neutralizer: Counteracts the leadership style and prevents the leader from displaying certain behaviors.

4. Follower Styles

   • Critical Thinking: Thinking independently and being mindful of the effect of one’s behavior on achieving goals.
   • Uncritical Thinking: Failing to consider the possibilities beyond what one is told; accepting other’s ideas without thinking.
   • Active Follower: Participates fully in the organization, engages in behavior that is beyond the limits of the job, demonstrates a sense of ownership, and initiates problem solving and decision making.
   • Passive Follower: Characterized by a need for constant supervision and prodding by superiors.
   • Alienated Follower: A person who is an independent, critical thinker but is passive in the organization.
   • Conformist: A Follower Who participates actively in the organization but does not use critical thinking skills.
   • Pragmatic Survivor: A follower who has qualities of all four follower styles, depending on which fits the prevalent situation.
   • Effective Follower: A critical, independent thinker who actively participates in the organization.

5. Power: The potential ability to influence the behavior of others.

   • Influence: The effect of person’s actions has on the attitudes, values, beliefs, or behavior of others.
   • Position Power
     • Legitimate Power: Power that stems from a formal management position in an organization and the authority granted to it.
     • Reward Power: Power that results from the authority to bestow rewards on other people.
     • Coercive Power: Power that stems from the authority to punish or recommend punishment.
   • Personal Power
     • Expert Power: Power that stems from special knowledge of or skill in the tasks performed by subordinates.
     • Referent Power: Power that results from characteristics that command subordinates’ identification with, respect and admiration for, and desire to emulate the leader.
   • Other Sources of Power
     • Personal Effort: People who show initiative, work beyond what is expected of them, and show interest in learning about the organization and industry.
     • Network of Relationships
     • Information
   • Tactics
     • 1.- Use rational persuasion.
     • 2.- Make people like you- rely on the rule of reciprocity.
     • 3.- Develop allies.
     • 4.- Be assertive.
     • 5.- Make use of higher authority.
     • 6.- Reward the behaviors you want.

6. Referencia: Daft, R. (2010). Management. Mason, OH, South-Western Cengage Learining. (novena edición)

7. Código de Honor: Doy mi palabra que he realizado este trabajo con integridad académica.

8. Ana Lorena Ruiz Zorrilla Sánchez 000594460

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