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What is Leadership? the ability to influence employees to voluntarily purse organizational goals
Difference between MANAGEMENT and LEADERSHIP: Management: coping with complexity; Leadership: coping with change
Being a Manager (Coping with Complexity) (1)Determining what needs to be done-planning and budgeting (2)Creating arrangements of people to accomplish an agenda-organizing and staffing (3) Ensuring people do their jobs-controlling and problem solving
Being a Leader (Coping with Change) (1) Determining what needs to be done-setting a direction (2) Creating arrangement sof people to accomplish an agenda- aligning people (3) Ensuring people do their jobs-motivating and inspiring
Define: Authority the right to perform or command (comes with the job)
Define: Power extent to which a person is able to influence others so they respond to orders
Five Sources of Power (1) Legitimate Power (2) Reward Power (3) Coercive Power (4) Expert Power (5) Referent Power
(1) Legitimate Power all managers have, is power that results from manager's formal position within the organization
(2) Reward Power all managers have, is power that results from manager's authority to reward their subordinates
(3) Coercive Power all managers have, results from manager's authority to punish their subordinates
(4) Expert Power power resulting from one's specialized information or expertise
(5) Referent Power power deriving from one's personal attraction
Five Approaches to Leadership (1) Trait (2) Behavioral (3) Contingency (4) Full-Range (5) Four Additional Perspectives
Who is Ralph Stogdill (1948) researcher concluded five traits typical of successful leaders
Trait Approaches to Leadership identify distinctive characteristics that account for effectiveness of leaders
Five Characters of Traits Dominance, intelligence, self-confidence, high energy, task relevant knowledge
Two ways an organization can implement trait theory (1) Use personality and trait assessments (2) Use management development programs
Who are James Kouzes and Barry Posner? Surveyed more than 7,500 managers through US to see what traits were looked for and admired in superiors
What was the conclusion from Kouzes and Posner's Research? Respondents suggested that credible leaders should be HONEST, COMPETENT, FORWARD LOOKING, INSPRING, and INTELLIGENT
Gender in Traits Women score higher than males in traits, high in teamwork and partnering, seek less personal glory, better at producing high quality work, more stable, use democratice style, display more social leadership
GLOBE PROJECT attempt to develop an empirically based theory to describe, understand, and predict the impact of specific cultural variables on leadership and organization processes and the effectiveness of these processes
Behavioral Leadership Approaches attempt to determine distinctive styles used by effective leaders (patterns of behavior and leadership styles)
Leadership Styles the combination of traits, skills, and behaviors that leaders use when interacting with others
Who is Rensis Likert late 1940s, researchers at University of Michigan came up with the University of Michigan Leadership model
University of Michigan Leadership Model studied the effects of leader behavior on job performance by interviewing numerous managers and subordinates, formed two types of leadership styles: JOB centered and EMPLOYEE centered
Job-Centered Behavior "I'm concerned more with the needs of the job"- managers paid more attention to the job and work procedures; production efficiency, keeping costs down, and meeting schedules
Employee-Centered Behavior "I'm concerned more with the needs of employees"- managers paid more attention to employee satisfaction and making work groups cohesive- higher performance goals
Who is Ralph Stogdill 1945, Ohio State University; came up with Ohio State Leadership Model
Ohio State Leadership Model hundreds of dimensions of leadership behavior were studied, from surveys of leadership behavior: INITIATING STRUCTURE and CONSIDERATION
Initiating Structure "What do I do to ge the job done?" organizes and defines what group members should be doing, similar to job centered behavior
Consideration "What do I do to show considering for my employees"- establishing a warm, friendly, supportive climate
Conclusion from Ohio and Chicago effective leaders tend to have supportive or employee-centered relationships, use group rather than individual methods of supervision, and set high performance goals
Contingency Approach effective leadership behavior depends on the situation at hand
Who is Fran Fiedler Developed the Contingency Leadership Model, work based on 80 studies conducted over 30 years
Contingency Leadership Model determines if a leader's style is 1) task oriented 2) relationship oriented and if that style is effective for the situation at had
Situational Control how much control and influence a leader has in the immediate work environment
Three dimensions of Situational Control Leader member relations "am I accepted as a leader?" ; Task Structure "do subordinates perform unambiguous, easily understood tasks?" Position Power "do I have power to reward and punish"
When is task-oriented style best? in high control or low control situations
When relationship-oriented style is best situations under moderate control
Full-Range Leadership leadership behavior varies along a full range of leadership styles from take no responsibility through transactional leadership, to transformational leadership
Transactional Leadership focusing on clarifying employees' roles and task requirements and providing rewards and punishments contingent on performances; encompasses setting goals and monitoring progress
When are transactional leaders best? Under stable conditions
Transformational Leadership transforms employees to pursue organizational goals over self-interests
What two factors influence transformational leaders? Individual characteristics (extroverted, agreeable); Organizational Culture (adaptive, flexible organizational cultures)
Four Key Behaviors of Transformational Leaders 1. Inspirational Motivation (charisma) 2. Idealized Influence 3. Individual Consideration 4. Intellectual Stimulation
Created by: bbyjx3
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