Exam Recap
Present the theory> Connect it to the case> Put it in practice
Week 1
Leadership (De nition)= A process whereby an individual in uences a group of individuals
to achieve a common goal./ A process of social in uence to attain shared goals.
Trait leadership vs process leadership (3 characteristics for each)
Process Leadership Trait Leadership
Everyone can become a Leader Natural Leader
Leadership can be learned, is available to Born with leadership traits
everyone
Transactional, interactive event that happens Well spoken, extraverted
between leaders and followers
Contextual process
Assigned (how is it linked to power, what are the two types of power and how is it linked to
leadership) vs emergent (3 characteristics for each)
Assigned Leadership Emergent Leadership
Appointment of people to formal positions of Not Formalised
authority within the organisation
A leader only through formal position Arises as one group member that exercises
leadership
Is perceived by other group members as a
leader, regardless of assigned position
Emerges over time through positive
communication behaviours
Position power vs personal power (related to management and leadership)
Position Power Personal Power
Comes from holding a particular position or rank Comes from being viewed as knowledgeable or
in an O likeable
Formal Power Informal Power
Power= the ability to in uence others in order to achieved desired outcomes; it is the
resource, the force that enables leadership
, Management vs Leadership
Management Leadership
Minimal emotional involvement Emotionally involved
Only changes people’s behaviours/actions Seeks to shape the ideas of others; Changes
people’s attitudes, the way they think or feel
about something
Stress calculation Stress commitement
Views the O as components of a portfolio Views the O with an integrative perspective
Operates with rationality Operates with integrity
Planning, organising, controlling, problem- Encourage change, sets a direction, motivates,
solving inspires
Do things right Do the right things
Managers do things right and leaders do the right things
Week 2
The two leadership STYLES: Task Oriented Behaviour vs Relationship oriented Behaviour
Leadership Style Approach: BEHAVIOURS => LEADERSHIP STYLE APPROACH
Task-Oriented Behaviour Relationship-Oriented Behaviour (People
Oriented)
Initiating work structure, Organising work, Building respect, trust, liking and camaraderie
De ning role responsibilities, Scheduling between followers and leaders
Stress technical, production aspects; Workers Workers viewed with a strong human relations
viewed as a way to get work done aspect; As individual human beings with
di erent needs
Task achievement, Optimising processes, Attending to people, build commitment and
Developing new products, Maximising trust, promote worker personal growth, provide
workload, Increasing Sales volume good work conditions, maintain fair salary/
bene ts, promote good social relations
LEADERSHIP STYLES (leaders tend to have one dominant one)
1. Country Club Management - High concern for people, low for production
2. Team Management - High concern for people, high for production
3. Middle of the road management - BALANCE
4. Impoverished Management - Low concern for people, Low for production
5. Authority Compliance - Low concern for people, high for production
Present the theory> Connect it to the case> Put it in practice
Week 1
Leadership (De nition)= A process whereby an individual in uences a group of individuals
to achieve a common goal./ A process of social in uence to attain shared goals.
Trait leadership vs process leadership (3 characteristics for each)
Process Leadership Trait Leadership
Everyone can become a Leader Natural Leader
Leadership can be learned, is available to Born with leadership traits
everyone
Transactional, interactive event that happens Well spoken, extraverted
between leaders and followers
Contextual process
Assigned (how is it linked to power, what are the two types of power and how is it linked to
leadership) vs emergent (3 characteristics for each)
Assigned Leadership Emergent Leadership
Appointment of people to formal positions of Not Formalised
authority within the organisation
A leader only through formal position Arises as one group member that exercises
leadership
Is perceived by other group members as a
leader, regardless of assigned position
Emerges over time through positive
communication behaviours
Position power vs personal power (related to management and leadership)
Position Power Personal Power
Comes from holding a particular position or rank Comes from being viewed as knowledgeable or
in an O likeable
Formal Power Informal Power
Power= the ability to in uence others in order to achieved desired outcomes; it is the
resource, the force that enables leadership
, Management vs Leadership
Management Leadership
Minimal emotional involvement Emotionally involved
Only changes people’s behaviours/actions Seeks to shape the ideas of others; Changes
people’s attitudes, the way they think or feel
about something
Stress calculation Stress commitement
Views the O as components of a portfolio Views the O with an integrative perspective
Operates with rationality Operates with integrity
Planning, organising, controlling, problem- Encourage change, sets a direction, motivates,
solving inspires
Do things right Do the right things
Managers do things right and leaders do the right things
Week 2
The two leadership STYLES: Task Oriented Behaviour vs Relationship oriented Behaviour
Leadership Style Approach: BEHAVIOURS => LEADERSHIP STYLE APPROACH
Task-Oriented Behaviour Relationship-Oriented Behaviour (People
Oriented)
Initiating work structure, Organising work, Building respect, trust, liking and camaraderie
De ning role responsibilities, Scheduling between followers and leaders
Stress technical, production aspects; Workers Workers viewed with a strong human relations
viewed as a way to get work done aspect; As individual human beings with
di erent needs
Task achievement, Optimising processes, Attending to people, build commitment and
Developing new products, Maximising trust, promote worker personal growth, provide
workload, Increasing Sales volume good work conditions, maintain fair salary/
bene ts, promote good social relations
LEADERSHIP STYLES (leaders tend to have one dominant one)
1. Country Club Management - High concern for people, low for production
2. Team Management - High concern for people, high for production
3. Middle of the road management - BALANCE
4. Impoverished Management - Low concern for people, Low for production
5. Authority Compliance - Low concern for people, high for production
