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MHR 701 leadership

MHR 701 leadership deck

Definition of Leadership The process of providing general direction and influencing individuals or groups to achieve goals.
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."
Management Qualities -Focuses on the current -Promotes stability and efficiency Skills: -Planning -Organizing -Analytical thinking -Communicating/informing -"Keeps the train running on time."
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.
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.
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.
Job-centered Leadership Style (University of Michigan Studies) A behavioral leadership style that emphasizes employee tasks and the methods used to accomplish them.
Employee-centered Leadership Style (University of Michigan Studies) A behavioral leadership style that emphasizes employees' personal needs and the development of interpersonal relationships.
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.
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.
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.
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.
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.
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.
Task Structure (Fiedler's Contingency Theory) The degree to which tasks can be broken down into easily understood steps.
position power (Fiedler's Contingency Theory) The degree to which a leader can reward, punish promote, or demote individuals in the unit or organization.
Favorable Situations (Fiedler's Contingency Theory) Leader-member relations are good, tasks are highly structured, and leader has strong position power.
Unfavorable Situations (Fiedler's Contingency Theory) Leader-member relationships are poor, tasks are unstructured, and leader position power is weak.
Rank of Characteristics for Fiedler's Theory 1. Situational Favorableness 2. Leader-member Relations 3. Task Structure 4. Leader Position
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
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.)
Supportive Leadership (Path-goal theory leadership type) Leadership behavior characterized by friendliness and concern for individuals' well-being, welfare, and needs. (Employee-centerd style.)
Achievement-oriented Leadership (Path-goal theory leadership type) Leadership behavior characterized by setting challenging goals and seeking to improve performance. (Job-centered style.)
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)
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.
Laissez-faire Leadership Not assuming leadership responsibilities. NOT a way to lead.
Transactional Leadership Clarifying role requirements, task requirements, accountabilities, etc. Providing positive and negative performance rewards. (compliments transformational leadership)
Transformational Leadership Provides a transformational change in engagement of organizational members toward organizational goals. (compliments transactional leadership)
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
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”
Model of Leadership Excellence Excellence is a sweet spot where your passions, competencies, and needs of your organization combine.
Managerial grid X: Concern for Production Y: Concern for People
Created by: jdjonesosu
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