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Leadership managemen
leadership chapter 11 management
| Question | Answer |
|---|---|
| leadership | the ability to influenece people toward the attainment of organizational goals |
| leadership in contemporary times | the post-heroic leaders major characteristics in humility" being inpretentious and modest rather than arrogant and prideful level 5 leadership interactive leadership |
| level 5 leadership | hierarchy of manager capabilities, no ego, humility, burning desire/ fierce resolve to do what is right/ best for the organization |
| interactive leadership | leadership style characterized by values such as inclusion, collaboration, relationship building, and caring |
| difference between management and leadership | management promotes stability, order, and problem solving,within the existing structure leaders promote vision, creativity, and change |
| leadership theories | traits approach behavioral apprach contingency approaches |
| Traits Approach | great man approach |
| Behavioral Approaches | ohio state studies michigan studies leadership grod |
| Contingency Approaches | Hersey and Blanchard Situational theory Fielder's Contingency theory path-Goal Theory |
| Traits | Distinguishing personal characteristics of a leader intelligence Values Self- confidence |
| Great man approach | Early research focused on leaders who had achieved a level of greatness, find out what made them great, then find people with the same traits |
| What research found with great man approach | Research found a weak link between personal traits and leadership succes.. found that it depended on leadership situations |
| behavioral approaches | this led to studying leadership behavior and how it continues to uccess or failure.. Task vs People oriented |
| Task orientation | Leader directing subordinate work activities.. Focus on work instruction, planning, meeting deadline, and providing specific schedules |
| People orientation | Respecting ideas and feelings of subordinate.. Seeks to establish mutual trust..Relationshipe building |
| Ohio state studies | Consideration- people oriented.. Initiating structure- task orientated |
| ohio state grid | high initiating/low consideration high initiating/ high consideration low initiating/ low consideration low initiating/ high consideration |
| Michigan studies | Comparing the behavior of effective and ineffective supervisors |
| Employee centered leader | Establish high performance goals and display supportive behavior |
| Job centered leaders | Les concerned with goal performance and employee needs Focus on meeting schedules, keeping costs low and efficient |
| leadership grid theory | 1-9Concern for people 1-9 Concern for productivity 1,1 impoverished management 9,1 authority-compliance 5,5 middle of the road management 1,9 country club management 9,9 team management |
| Contingency approaches | Relationship between leaderhip style and specific situations |
| Hersey and Blanchard situational theory | subordinates vary in readiness level and managers need to recognize the employees need different leadership styles.. can adopt one of four approaches based on combination on task and relationship behaviors |
| Readines levels | low- little ability, no training, little confidence, insecure High- good ability, highly skilled, high confidence, willingness to work |
| telling style | reflects high concern for tasks and a low concern for people and relationships |
| selling style | high concern for both people and tasks |
| participating style | high concern for people and relationships and a low concern for production taks |
| delegating style | low concern for both people and relationships and low concern for tasks |
| fielders contingency theory | extent to which the leaders style is task oriented or relationship oriented... leadership style is considered somewhat fixed and difficult to change.. you need to match the leaders style with the situation most favorable for that persons effectiveness |
| fielder continued | know whethere you have a relationship or task oriented style, then diagnose the situation to determine: leader-member relations tasks structure leader position power(formal authority or not) |
| Path goal theory | Leaders responsibility: increase followers motivation Clarify path to attain personal and organizational goals Two sets of contingencies: Leader behavior Rewards |
| leader behavior | can change.. |
| Supportive leadership | Supportive leadership -leader behavior show concern for subordinates -open, friendly and approachable -creates a team climate -treats subordinates as equals |
| directive leadership | -Tells us subordinates exactly what to do -planning, setting performance goals, and behavior standards |
| Participative Leadership | consults with subordinates about decisions |
| Achievement- oriented Leadership | Sets clear and challenging goals Stresses high- quality performance and improvement |
Created by:
kolby19
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