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Leadership CH1

Who is a Leader and what skills do leaders need?

TermDefinition
Leadership The influencing process between leaders and followers to achieve organizational objectives through change.
Influencing The process of a leader communicating ideas, gaining acceptance of them, and motivating followers to support and implement the ideas through change.
Technical Skills Involve the ability to use methods and techniques to perform a task.
Interpersonal Skills Involve the ability to understand, communicate, and work well with individuals and groups through developing effective relationships.
Decision-making Skills Based on the ability to conceptualize situations and select alternatives to solve problems and take advantage of opportunities.
Managerial Role Categories Interpersonal, informational, and decisional
Interpersonal leadership roles Include figurehead, leader, and liason
Informational leadership roles Include monitor, disseminator, and spokesperson.
Decisional leadership roles Include entrepreneur, disturbance-handler, resource allocator, and negotiator
Three Levels of analysis of leadership theory Individual, group, and organizational
Leadership Theory An explanation of some aspect of leadership; theories have practical value because they are used to better understand, predict, and control successful leadership
Leadership Theory Classifications Include trait, behavioral, contingency, and integrative theories.
Leadership Paradigm A shared mindset that represents a fundamental way of thinking about, perceiving, studying, researching, and understanding leadership.
Leadership trait theories Attempt to explain distinctive characteristics accounting for leadership effectiveness.
Behavioral leadership theories Attempt to explain distinctive styles used by effective leaders, or to define the nature of their work.
Contingency leadership theories Attempt to explain the appropriate leadership style based on the leader, followers, and situation.
Integrative leadership theories Attempt to combine the trait, behavioral, and contingency theories to explain successful, influencing leader-follower relationships.
Shift from management to leadership theory paradigm A shift from the older autocratic management style to the newer participative leadership style of management.
Evidence-based management (EBM) Means that decisions and organizational practices are based on the best available scientific evidence.
Leader-follower Leaders influence behavior of followers, and vice versa.
Organizational objectives Outcomes leaders and followers want to accomplish.
Change Needed to achieve objectives
Figurehead role When leaders perform this role, they represent the organization or department in legal, social, ceremonial, and symbolic activities
Liaison Role When leaders perform this role, they interact with people outside of their organizational unit.
Monitor Role Leaders perform this role when they gather information
Disseminator Role Leaders perform this role when they send information to others in the organizational unit.
Spokesperson Role Leaders perform this role when providing information to people outside the organizational unit.
Entrepreneur Role Leaders perform this role when they innovate new or improved products
Disturbance-handler role Leaders perform this role when they take corrective action during crisis that interrupts business
Resource-allocator Role Leaders perform this role when they schedule, request authorization, and perform budgeting activities.
Negotiator Role Leaders perform this role when they represent their organizational unit during transactions that do not include set boundaries
Individual level of analysis Focuses on the individual leader and the relationship with individual followers. Also called the dyadic process.
Group level of analysis Focuses on the relationship between the leader and collective group of followers. Also called group process.
Organizational Level of analysis Focuses on the organization. Also called organizational process.
 

 



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