MHR 701 leadership deck
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| Definition of Leadership | The process of providing general direction and influencing individuals or groups to achieve goals.
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| Leadership Qualities | -Focused on the future
-Promotes change and adaption
Skills:
-Strategic thinking
-Conceptual thinking
-Innovation/creativity
-Inspiring
-"Decides where the track should be placed."
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| Management Qualities | -Focuses on the current
-Promotes stability and efficiency
Skills:
-Planning
-Organizing
-Analytical thinking
-Communicating/informing
-"Keeps the train running on time."
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| Great Person Theory | (trait theory) leaders possess special traits that set them apart from others.
Traits:Drive, cognitive ablility, Honesty & integrity, Knowledge of Business, Leadership motivation, creativity, self-confidence, flexibility.
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| Charismatic Leaders Ethical | (trait theory) Uses power to serve, aligns vision with followers aspirations/needs, learns from criticism, stim independent thinking, two-way communication, coaches, develops, internal moral standards satisfy org. and society, bonds, optimistic.
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| Charismatic Leaders Unethical | (trait theory) Power for personal gain, Promotes personal vision, Censures criticism, Demands accept without question, Insensitive to follower needs, Uses self-serving external moral standards.
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| Job-centered Leadership Style | (University of Michigan Studies)
A behavioral leadership style that emphasizes employee tasks and the methods used to accomplish them.
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| Employee-centered Leadership Style | (University of Michigan Studies)
A behavioral leadership style that emphasizes employees' personal needs and the development of interpersonal relationships.
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| Consideration | (The Ohio State University Studies)
A behavioral leadership style demonstrated by leaders who express friendship, develop mutual trust and respect, and have strong interpersonal relationships with those being led.
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| Initiating Structure | (The Ohio State University Studies)
A behavioral leadership style demonstrated by leaders who establish well defined patterns of organization and communication, define procedures, and delineate their relationships with those being led.
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| U of M vs. OSU | OSU studies allow for a combination rating for the two basic behavioral leadership styles while U of M studies do not. Initiating structure corresponds with job-centered style. Consideration corresponds with employee-centered style.
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| Contingency Theories of Leadership | Studies of trait and behavioral leadership concepts hinted at the role of situational factors in the relationship between leaders' behavior and effectiveness.
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| Fiedler's Theory of Leadership Effectiveness | (Contingency theory)
A theory of leadership that suggests the effectiveness of a leader depends on the interaction of his style of behavior with certain characteristics of the situation.
Leaders who rank high in LPC describe LPC more favorably.
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| Leader-member Relations | (Fiedler's Contingency Theory)
The degree to wich a leader is respected. is accepted as a leader, and has friendly interpersonal relations.
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| Task Structure | (Fiedler's Contingency Theory)
The degree to which tasks can be broken down into easily understood steps.
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| position power | (Fiedler's Contingency Theory)
The degree to which a leader can reward, punish promote, or demote individuals in the unit or organization.
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| Favorable Situations | (Fiedler's Contingency Theory)
Leader-member relations are good, tasks are highly structured, and leader has strong position power.
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| Unfavorable Situations | (Fiedler's Contingency Theory)
Leader-member relationships are poor, tasks are unstructured, and leader position power is weak.
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| Rank of Characteristics for Fiedler's Theory | 1. Situational Favorableness
2. Leader-member Relations
3. Task Structure
4. Leader Position
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| Path-goal Leadership Theory | (Contingency theory)
A theory of leadership based on expectancy concepts from the study of motivation, which suggests that leader effectiveness depends on the degree to which a leader enhances the performance expectancies and valences of his subordinates
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| Directive Leadership | (Path-goal theory leadership type)
Leadership behavior characterized by implementing guidelines, providing information on what is expected, setting definite performance standards, and ensuing individuals follow rules. (Job-centered style.)
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| Supportive Leadership | (Path-goal theory leadership type)
Leadership behavior characterized by friendliness and concern for individuals' well-being, welfare, and needs. (Employee-centerd style.)
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| Achievement-oriented Leadership | (Path-goal theory leadership type)
Leadership behavior characterized by setting challenging goals and seeking to improve performance. (Job-centered style.)
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| Participative Leadership | (Path-goal theory leadership type)
Leadership behavior characterized by sharing information, consulting with those who are led, and emphasizing group decision making. (Employee-centered style)
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| LMX- Leader-Member Exchange Model | Leaders develop different relationships with different groups. Members are placed in either in or out-group based on little information. In-group naturally receives more resorces.
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| Laissez-faire Leadership | Not assuming leadership responsibilities. NOT a way to lead.
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| Transactional Leadership | Clarifying role requirements, task requirements, accountabilities, etc. Providing positive and negative performance rewards. (compliments transformational leadership)
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| Transformational Leadership | Provides a transformational change in engagement of organizational members toward organizational goals. (compliments transactional leadership)
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| Leadership Competencies | -collection of business related skills, behaviors, and abilities
-Can include areas of knowledge and/or expertise
-Can be developed over time
-Reflect your capabilites and effectiveness in specific areas
-Things you are good at
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| Leadership Passions | -Are naturally recurring patterns of thought, feeling or generalized behavior
-Reflect your view of the world, your values and your personality
-Are generally stable over time
-Typically are areas of great interest
-“Things You Love To Do”
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| Model of Leadership Excellence | Excellence is a sweet spot where your passions, competencies, and needs of your organization combine.
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| Managerial grid X: Concern for Production Y: Concern for People | http://i29.tinypic.com/wly5pc.jpg
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