Chapter 14 Leadership I Leading v Manageing a Leading concerned with doing the right thing i What should we be doing b Managing concerned with doing things right i How can we countinue to do what we are doing better 1 maintaining status quo II Who Leaders are a Trait Theory similar set of traits or characteristics a leadership theory that holds that effective leaders posses a i Traits relatively subtale characteristics such as the ability psychological motives and consistent patterns of behavior i b Leadership Behavior the degree to which a leader structures the roles Initiating Structure of followers by setting goals giving directions and assigning tasks the extent to which a leader is friendly approachable and supporative and shows concern for employees followers the way a leader generally behaves toward iii Leadership Style ii Consideration 1 Country Club 1 9 thoughtful attention to needs of peropls for satisfying relationships leads to confortable friendly atmosphere and work tempo 2 Team Management 9 9 Work accomplished is from committed people Interdependence through a common stake in organization purpose leads to relationships of trust and respect 3 Middle of the Road 5 5 adequte performance is possible 4 throughout to get work done Impoversihed methof 1 1 exertion of minimum effort to get required work done is appropriate to sustaion organization membership 5 Authority Compliance 9 1 Efficency in operations results from arranging conditions of work in such a way that human elements interfere to a minimum degree III Contingency Theory a Situational Favorableness a leadership style that states that in order to maximize work group performance leaders must be matched to the situations that best fir their leadership styles permits or denies a leader the chance to influence the behavior of group members trust and like leaders subordinates task are clearly specified the degree to which the requirements of a the degree to which followers respect i Leader Member Relations the degree to which a particular situation either ii Task Structure IV Path Goal Theory iii Position Power the degree to which leaders are able to hire fire reward and punish workers leaders can increase subordinate satisfaction and performance by clarifying and clearing paths to goals b increasing the number and kinds of rewards available for goal attainment i Directive Leadership a Leadership Styles lets employees precisely what they want giving guidelines tasks standards and make sure people follow rules and standards ii Supportive Leadership concern for wmployees and their welfare treat them equal and creates friendly climate iii Participative Leadership suggestions and input before making decisions high expectations and displays confidence in employees will assume responsibility to reaxch goals iv Achievment Oriented Leadership leaders consult emnploiyees for their leaders is friendly and approachable shows leadersets challenging goals has b Subordiante Contingencies i Perceived Ability ii Locus of Control iii Experience c Environmental Contengiencies i Task Structure ii Formal Authority System iii Primary Work Group d Outcomes i Subordinate Satisfaction ii Subordiante Performance V Normative Decision Theory Normative Decision Theory VI Strategic Leadership a Visionary Leadership the ability to anticipate envision maintin flexibility think suggests how a leader can determine an appropriate amount of employee participation when making decisions strategically and work with others to initiate change that will create a positive future for an organization creates a positive image of the future that motivates organizations members and provides direction for future planning and goal setting chacterisitcs of leaders that create exceptionally strong relationships between them and their followers 1 Ethical Charasmatics provde d feedback 2 Unethical control and manipulate behavioral tendencies and personal i Charasmatic Leadership b Transformational Leadership creates awarness and acceptance of a groups purpose and mission and gets employees t osee beyond their own needs and self interest for the good of the group are rewrded for good performance and punished for bad performance based on exchange process in ehich followers c Transactional Leadership
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