leadership
CH11: LEADERSHIP
Leaders: press for change, provide vision, strategy, develop followers
Manager: promote stability, implement vision and strategy, coordinate &staff, handle day to day operations
Theories:
Trait theory : predict leadership big five: extraversion, conscientiousness, openness , EI (EMPATHY)
Contingent theory: leadership effectiveness depends on situation, adjustment of behavior is required
Fiedler contingency model: effective group performance depends on proper match between leaders’ style and the degree which the situation gives control to leader
Situations:
Leader member relations- deg of confidence, trust, respect members have for leader
Task structure- degree which job assignments are procedurized
Position power- degree of influence over power based activities (ie hiring)
Leader must change to fit situation or situation must change
Hersey/Blanchard situational leadership:
Followers are :
Able/unwilling
Supportive/participative
Able/willing
Laissez-faire
Unable/willing
Display high task/relationship orientation
Unable/unwilling
Be clear, specific in direction
Substitutes for leadership
Individual (experience, professionalism, indifference to rewards)
Job(high structure, provide feed back, intrinsic satisfaction )
Organization ( explicit formal goals, rigid rules/procedure, cohesive group)
Inspirational leadership: inspire followers to transcend self interest for the organizations. Also achieve extraordinary performance from followers
Charismatic leaders [characteristics]
Have Vision, articulation
Willing to take personal risks
Sensitive to followers’ needs and responsiveness
Unconventional behavior
Negative effects:
Ego driven : too much focus on self interest and not enough on organization’s goals
Followers sometimes have low self worthblindly follow leader
No room for criticism
Works best mostly in stressful and uncertain situations
Transformational leaders
Vision (idealized influence)
Leaders: press for change, provide vision, strategy, develop followers
Manager: promote stability, implement vision and strategy, coordinate &staff, handle day to day operations
Theories:
Trait theory : predict leadership big five: extraversion, conscientiousness, openness , EI (EMPATHY)
Contingent theory: leadership effectiveness depends on situation, adjustment of behavior is required
Fiedler contingency model: effective group performance depends on proper match between leaders’ style and the degree which the situation gives control to leader
Situations:
Leader member relations- deg of confidence, trust, respect members have for leader
Task structure- degree which job assignments are procedurized
Position power- degree of influence over power based activities (ie hiring)
Leader must change to fit situation or situation must change
Hersey/Blanchard situational leadership:
Followers are :
Able/unwilling
Supportive/participative
Able/willing
Laissez-faire
Unable/willing
Display high task/relationship orientation
Unable/unwilling
Be clear, specific in direction
Substitutes for leadership
Individual (experience, professionalism, indifference to rewards)
Job(high structure, provide feed back, intrinsic satisfaction )
Organization ( explicit formal goals, rigid rules/procedure, cohesive group)
Inspirational leadership: inspire followers to transcend self interest for the organizations. Also achieve extraordinary performance from followers
Charismatic leaders [characteristics]
Have Vision, articulation
Willing to take personal risks
Sensitive to followers’ needs and responsiveness
Unconventional behavior
Negative effects:
Ego driven : too much focus on self interest and not enough on organization’s goals
Followers sometimes have low self worthblindly follow leader
No room for criticism
Works best mostly in stressful and uncertain situations
Transformational leaders
Vision (idealized influence)