COMM 306 1nd Edition Lecture 14 Outline of Last Lecture I. Ending RelationshipsII. LeadershipIII. Trait ApproachOutline of Current Lecture I. Trait ApproachII. Leadership Style ApproachIII. Situational Leadership ApproachIV. Readiness Levels and StylesV. Transformational ApproachVI. Followship ApproachVII. Self-LeadershipCurrent LectureTrait Approach to Leadership Characteristics:- intelligent, dominant, self-confident, energized, expert knowledgeLeadership Style Approach: 1940-1960- focus on behaviors performed and style of controlOhio State and Michigan Studies on Leadership Behavior: task and relational behaviorsMulti-Dimensional Leadership Continuum:- Autocratic: use of legitimate power, authority, and control- Democratic: sharing of authority with followers- allow feedback and participation- Laissez-Faire: allow employees to make decisions with authority- available for consultation but power is delegatedSituational Leadership Approach: 1970-present- behaviorists produce better results- fails to recognize context- particular behavior/style isn’t effective for every situationThese notes represent a detailed interpretation of the professor’s lecture. GradeBuddy is best used as a supplement to your own notes, not as a substitute.- effective leadership depends on task, power, and size of groupLeaders act based on readiness of employees- ability and willingness to accomplish specific goalsReadiness Levels of Employees:R1: unwilling and unable to complete tasksR2: willing but unable to complete tasksR3: unwilling but able to complete tasksR4: willing and able to complete tasksStyles Characterized By Task and Relationship Behaviors:S1 (Telling): high task and low relationship behaviors matching R1 readiness levelS2 (Selling): high task and high relationship behaviors matching R2 readiness level S3 (Participating): low task and high relationship behaviors matching R3 readiness level S4 (Delegating): low task and low relationship behaviors matching R4 readiness levelTransformational Approach: 1980-present- leaders are powerful agents of change expecially in tumultuous times- intellectual stimulation and demonstrates individual subordinate concern - create and communicate inspiring visionsActions of Transformational Leaders:1) Challenge: question status quo and take risks2) Inspire: share vision and facilitate with others3) Enable: build trust and place people in position to succeed4) Model: example for others5) Encourage: reward and celebrate achievementsFollowship Approach: 2000-present- leading and following reinforce each otherServant Leadership: stewardship- manager, enricher, and facilitate employee developmentFollowship Roles:1) Sheep: passive and uncritical, do what told2) Conformist: active, energetic, and uncritical3) Alienated Follower: critical thinkers with negative attitudes- told what to do, underemployed4) Pragmatic Follower: practical, adaptable without taking strong stances 5) Exemplary: highly committed, high standards, critical thinkers, initiativeSelf-Leadership: 1980-present- individuals who cultivate skills to motivate self- positive thinking, focus on intrinsic rewards- behavioral reinforcementSelf-Led Teams: group members have autonomy- determine own roles, tasks, and goals- leader/supervisor more of a facilitatorResponsibilities of Leaders:1) Act2) Build team among members3) Ask the right questions and search for best answer4) Make effective
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