MANA Chapter 12

Leaders

advocate for change and new approaches to problems

Managers

advocate for stability and the status quo

Managerial Leadership

adapting to situational demands

Great Man Approach

a leadership perspective that sought to identify the inherited traits possessed that distinguished them from people who were not leaders

Leader Emergence

Who becomes a great leader? - Staring Point

Leader Effectiveness

How well individuals do in leadership positions? - Longer Term

Autocratic

a style of leadership in which the leader uses strong, directive actions to control the rules, regulations, activities, and relationships with the work environments

Democratic

a style of leadership in which the leader uses interaction and collaboration with followers to direct the work and work environment

Laissez-faire

a style of leadership in which the leader has a hands-off approach

Initiating Structure

leaders behavior aimed at defining and organizing work relationships and roles, as well as establishing clear patterns of organization, communication, and getting things done

Consideration

leader behavior aimed at nurturing friendly, warm working relationships as well as encouraging mutual trust and interpersonal respect within the work unit

Production-Oriented

work environment where the focus is on getting things done

Employee-Oriented

work environment where the focus is on relationships

What are the similarities between the behavioral theories of leadership?

• Task-Oriented: focuses on getting the work done

• Relationship-Oriented: focused on getting along

Leadership styles according to Path Goal Theory

• Directive Behavior: instructional, direct,, and precise

• Supportive Behavior: Nurturing, culture-focused

• Achievement-Oriented Behavior: autonomous, self-directed, powerful

• Participative Behavior: collaborative, democratic, and process-focused

Transformational Leadership

• Motivate their followers in the direction of established goals by clarifying role and task requirements

• Reward high performance/reprimand low performance

• Motivating through reciprocal transactions

Transactional Leadership

• Motivate their followers by inspiring and motivating them to exceed expectations

• Engage in developmental consideration

Charismatic Leadership

Guided by the belief that leaders possess some exceptional characteristics that cause followers to be loyal and inspired

The Dark Side of Charisma

• Adjustments problems can be the mask of likability

• Commitment is not to ideals, but to themselves

• Choose grandiose projects to glorify themselves; ignore modification even when there is compelling evidence

• Not skilled/interested in protegees - visions is only their own identity, fail to develop competent successors 

Types of Followers

• Followership: the willingness to follow within a team or organization

• Alienated

• Effective

• Sheep

• Survivors

• Yes People