Week 9: Managers and Leaders Flashcards
Leadership
ability to influence others towards the accomplishment of common objectives without using formal authority
Management
the process of getting things done through people
Leadership v Management examples
You probably don’t need to know this as long as you know the difference between leadership and management
Long-term perspective V Short-term perspective
Focus beyond one’s team/department V Focus within one’s team/department
Influence beyond team/department V Influence within team/department
Understands “human” behaviour/emotions V Focused on formal, rational aspects of
workplace behaviour
Politically skilled; skilled negotiator V Dislikes conflict and multiple demands
Transformational leader
influences followers towards acceptance of new value systems and new visions, goals and objectives
Transactional leader
influences followers towards more effective performance of their current objectives
The concept of Leader-managers
Challenges the idea that primary source of manager authority is from position. In practice, effective managers are also leaders
Function of leaders
Leadership needs to adapt to change (e.g. new goals, strategy, values, etc.) There is a need to influence others to change
Functions of leader-managers
Just know a couple : )
- Envision goals/mission
- Affirm values
- Motivate and create positive attitudes among ‘followers’
- Managing
- Balancing internal and external sub-systems
Functions of manager-leaders
Just know a couple : )
- Giving/seeking information
- Making decisions
- Building relationships
- Influencing people
The 4 Different ways of classifying leadership theories for current purposes:
- Trait approach
- Behavioural approach
- Contingency approach
- Outcome approach
Trait Approach to leadership –
“Great-Man” Theory
Assumes effective leaders possess specific traits. E.g. fluency, intelligence, confidence, masculinity,
extroversion and confidence . If too many traits are identified or inconsistency in traits this can indicate weak relationships.
Why were behavioural approaches considered
Inconsistent and poor findings in trait approach
Behavioural Approaches to leadership
Assumes a universal set of behaviours can explain effective leadership across all situations and contexts.
Two independent core dimensions of the behavioural approaches idetnified by Ohio State University
Consideration and initating structure
Michigan University research identified similar two dimensions: employee orientation and production orientation
Consideration
extent to which the leader shows concern and facilitation for the followers’ needs and aspirations (e.g. appreciation, friendly, approachable)
