BOH - Chapter 9 - Leadership

Management

Brings order and consistency to organizations.

Leadership

Inspires others to achieve important tasks.

Autocratic Leadership

Leader makes decisions unilaterally without input.

Democratic Leadership

Leader involves team in decision-making processes.

Laissez-faire Leadership

Leader provides minimal direction, allowing autonomy.

Vision

Future state aimed to improve current conditions.

Visionary Leadership

Communicates a compelling future and necessary actions.

Servant Leadership

Commitment to serving others over self-interest, followers more important than leader

Empowerment

Enabling others to gain power and influence.

Power

Ability to influence others' actions or outcomes.

Position Power

Power derived from official status in hierarchy. (Reward, Coercive, Legitamate)

Personal Power

Influence based on individual qualities and skills. (Expert, Referent, Relational)

Reward Power

Ability to offer valuable incentives to others.

Coercive Power

Ability to punish or withhold positive outcomes.

Legitimate Power

Authority granted by organizational position.

Expert Power

Influence due to knowledge and expertise.

Referent Power

Influence based on admiration and respect.

Relational Power

Ability to collaborate effectively within a team.

Leadership Research

Studies on traits and behaviors of effective leaders.

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Leadership Qualities

Vision, innovation, dedication, and self-belief.

Leadership Behaviors

Focus on how leaders interact with followers. (concern for task/people)

Leadership Styles

Patterns of behavior exhibited by leaders.

Team Management

High task concern and high people concern style.

Authority-Obedience Management

High task concern with low people concern.

Country Club Management

Low task concern but high people concern.

Impoverished Management

Low concern for both tasks and people.

Middle of the Road Management

Moderate concern for tasks and people.

Autocratic Style

Leader makes decisions unilaterally without input.

Laissez-Faire Style

Minimal leader intervention; hands-off approach.

Democratic Style

Encourages group participation in decision-making.

Autocratic style

Focuses on task over team dynamics.

Democratic style

Balances task completion with team involvement.

Laissez-Faire style

Minimal supervision, group makes decisions.

When Autocratic is Effective

Time constraints and low group skills.

When Autocratic is Ineffective

Desire for teamwork and spontaneity. (when Ineffective)

When Laissez-Faire is Effective

High skill and motivation among members. (effective)

When Laissez-Faire is Ineffective

Low team interdependence and skills. (when ineffective)

When Democratic is Effective

Time available and motivated group. (when effective)

When Democratic is Ineffective

Unmotivated group with high conflict.

Contingency Theories

Leadership effectiveness depends on situational context.

Fiedler's Contingency Model

Leadership style must match situational demands.

LPC Scale

Measures leader's relationship vs task motivation.

High LPC Score

Indicates relationship-oriented leadership style.

Low LPC Score

Indicates task-oriented leadership style.

Hersey-Blanchard Model

Leaders adapt style based on follower readiness.

Delegating Style

High competence, low-task, low-relationship approach.

Participating Style

High competence, low-task, high-relationship approach.

Selling Style

Moderate competence, high-task, high-relationship approach.

Telling Style

Low competence, high-task, low-relationship approach.

Leader-Member Relations

Support level of group for the leader.

Task Structure

Clarity of goals and procedures for tasks.

Position Power

Leader's ability to reward or punish.

Blake and Mouton Leadership Theory

Team management, Authority-obedience management, Country club management, Impoverished management, Middle of the road management.

Manager

• Day to day caretaker activities

• Exhibits supervisory behaviour

• Stays within culture of organization

• Status quo supporter and stabilizer (how and when)

Leader

• Makes long term objectives

• Acts to bring about change

• Creates vision and meaning for organization

• Status quo challenger and change creator (what and why to change)

Leadership challenges

• Shorter time frames for accomplishing things

• Expectations for success on the first attempts

• Complex, ambiguous, and multidimensional problems

• Taking a long-term view while meeting short-term demands

5 principles of Visionary Leadership

• Challenge the process

• Show enthusiasm

• Help others out

• Set the example

• Celebrate achievements

Path-Goal Leadership Theory

Leaders job is to assist follower’s in attaining their goals and to provide support and direction. (Directive Leadership, Supportive Leadership, Achievement-Orientated Leadership, Participative Leadership)

Directive Leadership

• Communicates expectations

• Gives Directions

• Schedule Work

• Maintain Performance standards

• Clarify leader’s role

Use when job assignment is unclear

Supportive Leadership

• Treat group members as equals

• Be friendly and approachable

• Show concern for subordinates’ well-being

Use when worker’s self confidence is low

Achievement-Orientated Leadership

• Set challenging goals

• Expect high performance levels

• Emphasize continuous improvement

• Display confidence in meeting high standards

Use when task is not challenging enough

Participative Leadership:

• Involve subordinates in decision making

• Consult with subordinates

• Ask subordinates’ suggestions

• Use subordinate’s suggestions

Use when performance incentives are low

Transactional Leadership

Someone who directs the efforts of others through tasks, rewards, and structures

Transformational Leadership

Someone who is truly inspirational as a leader and who arouses others to seek extraordinary performance accomplishments. They have vision, charisma, empowerment, intellectual stimulation, integrity