Key Concepts MHR 3200 Exam 3 3 55 pm Leadership Definition of leadership Leadership a social influence process in which the leader seeks the voluntary participation of subordinates in an effort to reach organizational goals the process of providing direction and influencing individuals or groups to achieve goals Leadership vs Management Management o Focused more on the current o Promotes stability and efficiency o Management skills include planning organizing analytical thinking communicating informing o Keeps the trains running on time Leadership o Focused more on the future o Promotes change and adaption o Leadership skills include strategic thinking conceptual thinking innovation creativity and inspiring o Decides where the tracks should be placed Behavioral theories of leadership The Ohio State Studies concluded there are only two independent dimensions of leader behavior studies conducted by researchers at Ohio State which o Consideration involves leader behavior associated with creating mutual respect or trust and focuses on a concern for group members needs and desires o Initiating Structure leader behavior that organizes and defines what group members should be doing to maximize output o Results Consideration and initiating structure had a moderately strong significant relationship with leadership outcomes Followers performed more effectively for structuring leaders even though they preferred considerate leaders Results do not support the idea that there is one best style of leadership but they do confirm the importance of consideration and structuring leader behaviors sought to identify behavioral differences between University of Michigan Studies effective and ineffective leaders o Researches identified two different styles of leadership one was employee centered the other was job centered o Results behavioral styles parallel the consideration and initiating structure styles identified by the Ohio State group Managerial Grid o 5 leadership styles o 2 factors concern for people and concern for production Contingency theories of leadership a situational model of leadership based on the Fiedler s Contingency Model assumption that the performance of a leader depends on two interrelated factors 1 the degree to which the situation gives the leader control and influence that is the likelihood that the leader can successful accomplish the job and 2 the leader s basic motivation that is whether the leader s self esteem depends primarily on accomplishing the task or on having close supportive relations with others o Leaders are either task motivated or relationship motivated o Situational Control refers to the amount of control and influence the leader has in his or her immediate work environment Leader member relations reflects the extent to which the leader has the support loyalty and trust of the work group Task structure concerned with the amount of structure contained within tasks performed by the work group Position Power the degree to which the leader has the formal power to reward punish or otherwise obtain compliance from employees o There are 8 different leadership situations o Takeaways leadership effectiveness goes behind traits and behaviors and is a function of the fit between a leader s style and the situational demands at hand This explains why some people are successful in some situations and not in others Path Goal Theory influenced by the interaction between four leadership styles and a variety of contingency factors a model that describes how leadership effectiveness is o Contingency Factors situational variables that cause one style of leadership to be more effective than another Employee Characteristics Environmental Factors o 5 Leadership Styles Directive Leadership Supportive Leadership Achievement Oriented Leadership Participative Leadership Upward influencing leadership o Takeaways effective leaders possess and use more than one style of leadership offers specific suggestions for how leaders can help employees a small set of employee characteristics and environmental factors are relevant contingency factors Situational Leadership Model Transactional vs Transformational Leadership Transactional Leadership focuses on clarifying employees role and task requirements and providing followers with positive and negative rewards contingent on performance Transformational Leadership engender trust seek to develop leadership in others exhibit self sacrifice and serve as moral agents focusing themselves and followers on objectives that transcend the more immediate needs of the work group o NOT a substitute for transactional leadership but a compliment to it Charismatic leadership and leaders Self Confidence Vision Ability to articulate the vision and make it real to others Strong convictions about the vision Behavior that is out of the ordinary Strong abilities to manage change Environment resource sensitivity Contemporary views of leadership Kouzes and Posner s Leadership Practices Lincoln on Leadership o People o Character o Endeavor o Communication Zenger and Folkman s Competency Model o Character displays high integrity and honesty o Personal Capability technical professional expertise solves problems and analyzes issues innovates practices self development o Focus on Results drives for results establishes stretch goals take initiative o Interpersonal Skills communicate powerfully and prolifically inspires and motivates others to high performance builds relationships develops others collaboration and teamwork o Leading Change develops strategic perspective champions change connects the group to the outside world Business leadership 3 P s of Effective Business Leaders o Passion o Performance o Principle What s required to become a great leader An explicit commitment to becoming a great leader involves o Introspection o Self candor and objectivity o A willingness to do what it takes to improve o A time commitment o A dissatisfaction with being merely good Leadership and strengths More effective leaders o Generate higher income o Have more satisfied customers o Have lower turnover o Higher levels of employee satisfaction Strengths drive leadership exceptional leaders have 3 clearly recognized strengths Movement from good to great happens by building your strengths Model of leadership excellence Competencies collections of business relevant skills behaviors and abilities can include areas of knowledge and or expertise can be developed over time reflect your
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