Leadership

leadership

the ability to influence a group towards teh achievements of goals

management

use of authority inherent in designated formal rank to obtain compliance from organizational members

leaders vs. managers focus

leaders focus on people, do the right thing, vision, influence, motivate, inspire, build, + shape entities

managers focus on things, do things right, plan, organize, direct, control, + follow the rules

ways of looking at leadership

set of attributes/characteristics/traits that leaders have

set of behaviors/actions that leaders engage in

approaches + styles contingent on context

trait approach to leadership

characteristics → personality, charisma, etc.

traits can predict leadership, but they are better at predicting leader emergence than effectiveness

attributes of leadership:

personality → honesty, drive, self-confidence, originality, adaptability, extroversion, openness, etc.

intelligence → knowledge, cognitive ability, emotional intelligence

behavioral approach

the idea that specific behaviors differentiate leaders from non-leaders

task orientation + relationship orientation

task orientation/initiating structure

the extent to which a leader is likely to define + structure their role + those of subordinates + emphasize the technical aspects of the job

relationship orientation/consideration

the extent to which a leader is likely to emphasize interpersonal relationships + have job relationships characterized by mutual trust, respect for subordinates’ ideas + regard for their feelings

contingency approach

based on the notion that the most effective style depends on contextual patterns

suggests leadership is not a fixed series of characteristics/behaviors

different leadership styles used in different contexts/contingencies

situational leadership (hersey + blanchard, 1969)

focuses on followers’ readiness, the more ready they are the less need for leaders

situational leadership theory

considers leaders’ behaviors (task + relationship)

considers followers → task maturity (ability + expertise), psychological maturity (willingness to take responsibility)

assumptions → leaders can + should change their style to fit their followers’ degree of readiness, it is possible to train leaders

transactional leadership

leaders who guide/motivate their followers in the direction of established goals by clarifying role + task requirements

transformational leadership

inspire followers to transcend their own self-interest for the good of the organization

self-leadership

when individuals control their own behavior, effective leaders help followers to lead themselves

leadership as facilitating

importance of emotional intelligence, level 5 leadership

pygmalin effect

leaders as shaping expectations + influencing efficancy levels