Chapter 3B Flashcards
Leadership
The process by which a person exerts influence over other people and inspires, motivates and directs activities to achieve group/organisational goals.
Effective Leadership
when the influence of leaders helps the group/organisation achieve goals and cope with contemporary challenges; increasing their chance of success.
Personal Leadership Style definition
How a manager chooses to influence other people, which shapes how a manager approaches managerial tasks.
everyone has their own Personal Leadership style…
Everyone has their own personal leadership style, but we are able to switch between personal leadership styles. A manger must choose a leadership style that is most effective in a particular situation
Leaders vs Managers: managers
Managers are organisational members who
establish and implement procedures and processes to ensure smooth functioning.
They are responsible for goal accomplishment
Leaders vs Managers: leaders
Leaders are
-future orientated
-chart the course for the organisation
-attract, retain, motivate, inspire and develop
relationships with employees based on trust and
mutual respect
-provide meaning & purpose
-seek innovation rather than stability
Servant leaders
-Have a desire to serve and work for the benefit of
others. They share power with followers and
ensure that:
- their most important needs are met
- they are able to develop as individuals
- their well-being is enhanced
- & that attention is paid to those who are least well
off in society
Leadership styles across cultures
Leadership styles vary among cultures
European managers:
-more humanistic & people orientated
-medium term focus
Japanese managers:
-more focused on the group than the individual
-long term focus
United States managers:
-more focused on profit and less on individual
needs
-short term focus
Power
a key component to effective leadership is the power the leader has to affect other people’s behaviour and to get them to act in certain ways
Legitimate Power
The authority a manager has by virtue of his or her position in an organisation’s hierarchy
Reward Power
The ability of a manager to give or withhold tangible/intangible rewards.
Coercive Power
The ability of a manager to punish others
Expert Power
Based on the special knowledge, skills, and expertise that a leader possesses.
Referent Power
Power that comes from subordinates’ and coworkers’ respect, admiration, and loyalty.
Trait Model
The trait model of leadership is focused on identifying the personal characteristics that cause effective leadership.
These personal characteristics are concerned with the leader’s skills, abilities, knowledge, and expertise.
Traits related to effective leadership:
Intelligence
-understand complex issues & solve problems
Knowledge & expertise
-make good decisions and find ways to increase
efficiency & effectiveness
Dominance
-influence subordinates
Self-confidence
-influence subordinates and perseverance
High energy
-deal with many demands
Tolerance for stress
-deal with uncertainty & make difficult decisions
Integrity and honesty
-behave ethically & gain trust
Maturity
-avoid selfishness, controlling feelings, admitting
mistakes
Behaviour model
The behaviours that allow effective leaders to influence their subordinates to achieve goals.
There are two kinds of behaviour:
Consideration and initiating structure
Behaviour model: Consideration
Behaviour indicating that a manager trusts, respects, and cares about subordinates
Behaviour model: Initiating Structure
Behaviour that managers engage in to ensure that work gets done, subordinates perform their jobs acceptably, and the organisation is efficient and
effective.
Contingency Models of Leadership
Take into account the situation within which leadership occurs.
Fiedler’s Contingency model
Certain leadership styles are more effective in certain situations. Identified two leadership styles:
-Relationship-Oriented leaders
-Task-Oriented leaders
Also identified three situational characteristics to understand when a situation is favourable for a certain style:
-Leader-Member relations
-Task structure
-Position Power
Fiedler’s Contingency model: situational characteristics
Leader–member relations
-The extent to which followers like, trust, and are
loyal to their leader.
Task structure
-The extent to which the work to be performed is
clear-cut so that subordinates know what needs to
be accomplished
Position power
-The amount of legitimate, reward, and coercive
power that a leader has by virtue of his or her
position in an organisation.
Fiedler’s Contingency model: leadership styles
Relationship-Oriented leaders
- primarily concerned with developing good
relationships with subordinates & being liked
Task-Oriented leaders
- primarily concerned with ensuring that
subordinates perform at a high level
Path-Goal Theory: Leadership behaviours that motivate subordinates
Directive Behaviours
-similar to initiating structure
-include setting goals, assigning tasks, showing
subordinates how to complete tasks
Supportive Behaviours
-similar to consideration
-include expressing concern for subordinates and
looking out for their best interests
Participative Behaviours
-give subordinates a say in matters and decisions
that affect them.
Achievement-Oriented Behaviours
-motivating subordinates to perform at the highest
level
-includes setting challenging goals and expecting
that they be met
-includes believing in subordinates’ capabilities.
