bus 272 - ch. 11 (leadership)

leadership

the ability to influence a group towards the achievement of a vision or set of goals

charisma

a quality or gift that sets someone apart from others

charismatic leadership

followers attribute heroic or extraordinary leadership abilities to a person when they observe certain behaviours

has vision, take pesonal risks, sensitive to follower's needs

transactional leadership

leaders who need primarily by using social exchanges

clarifying goals and task requirements

method used: contigent reward, management by exception

transformational leadership

leadership that, enabled by a leader's vision and inspiration, exerts significant influence

method used: idealized influence, inspirational motivation, intellectual stimulation, individualized consideration

authentic leadership

leaders who know who they are, what they believe in, and act on those values and beliefs openly and candidly

ethical leadership

leaders who reinforce ethics through organizational mechanisms such a communication and the reward system

servant leadership

leaders who go beyond one's self interest and instead focus on opportunities to help followers grow and develop

three general types of leadership theories

trait theories

behaviour theories

contingency theories

trait theories

considers personal qualities and characteristics that differentiate leaders from non-leaders

says that leaders are born, not created

behavioural theories

proposes that specific behaviours differentiate leaders from others

leaders can be trained

Ohio State Studies

initiating structure behavior and consideration behavior

innitiating structure behaviour

the extent to which leaders are likely to define and structure their role and the roles of employees to attain goals

cosideration behaviour

the extent to which a leader is likely to have job relationships characterized by mutual trust, respect for employees' ideas, and regard for their feelings

University of Michigan Studies

employee oriented and production oriented

found that leaders who are employee oriented are strongly associated with high group productivity and high job satisfaction

employee oriented

emphasizing personal relationships between leaders and employees

production oriented

emphasizing task/technical accomplishment

contingency theories

looks at the context/situation to which the leadership is being presented to

Fiedler Contingency Model

effective leadership depends on matching leadership styles with the situation

Least-preferred co-worker (LPC): determines leadership style by measuring responses to 18 pairs of contracting adjectives

high score - a relationship-oriented style

low score - a task-oriented style

3 categories: leader-member relation, task structure, position power

situational leadership theory

focuses on the readiness of followers (willingness and competence)

Delegating (able and willing)

participating (able and unwilling)

selling (unable and willing)

telling (unable and unwilling)

path goal theory

the leader's job is to assist followers in attaining their goals and to provide direction or support needed to ensure that their goals are compatible with those of the group/organization

path goal theory situations

developed by Robert house

Directive: give info and guildance on what to do

supportive: addresses the needs of followers

particapative: consultative leaders who uses suggestions before making decisions

achievement-oriented: strict and have high expectation from employees