Chapter 11: Leadership Flashcards
managers vs leaders
managers = stability implement vision of leaders
leaders= change establish/develop a vision for future
Three Theories of leadership
leadership
behavioural
contingency
Trait Theory
traits can predict leadership- but better at predicting leader emergence than effectiveness
Behavioural Theory
leadership is a skill set, can be taught to anyone but we must identify the proper behaviours
Behaviour Theory (Ohio State)
initiating structure- the defining/structure of roles
consideration- relationships that reflect trust and respect
Behavioural Theory (Michigan University)
employee-oriented: interpersonal relationships
vs
production oriented-technical aspects of the job
Contingency Theory
stresses the importance of considering the context when examining leadership
Contingency Theories 4
fielder contingency model
Hersey & Blanchard Situational Theory
Path-Goal Theory
Substitutes for Leadership
Fiedler Contingency
depends on match btwn leaders style and the degree to which the situtation gives the leader control (LPC) Leader-member Relationship Task Stucture Position Power
Hersey & Blanchard
Situational Leadership
readiness of follower
readiness= ability and willingness to accomplish a specific task
Types of Hersery/Blanchard Situations
able/unwilling:supportive/participative
able/willing:laissez-faire
unable/willing:high task&relation orientation/
unable/unwilling: micromanage
Path-Goal Theory
leaders job is to assist followers in attaining their goals and provide support/direction to ensure goals are compatible w that of the organization
4 Leadership Styles of Path/Goal
directive
supportive
participative
achievement oriented
Substitutes for leadership
characteristics of the individual
characteristics of the job
characteristics of organization
Charismatic Leadership
“gift”
followers make attributions of heroic or extraordinary leadership ability when the observe specific behaviours
rely on vision & vision statement
Level 5 leaders
ambition for company above self
Transactional Leaders 4
leaders who guide or motivate their followers in one direction
contingent rewards
management exception (active)
management exception
laissez-faire
transformational leaders 4
inspire followers to transcend their own self interests for the good of the organization
idealized influence
inspirational motivation
intellectual stimulation
individual consideration
Mentor
senior employee who sponsors and supports a less experienced employee
career and pyschosocial
Self Leadership
individuals control their own behaviour
identification based trust
trust based on mutual understanding of each others intentions
Authentic Leader
ethical people who know who they are, and what they believe in
moral leadership
convey values that are other-centred vs self-centered and model ethical conduct
