Extraordinary Leaders
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Highly productive
have low intended turnover in their organization
Generate high customer and staff satisfaction
Innovate
Have positive relationships with process partners and suppliers
,Collaboration characteristics
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partnership, transforming and purposeful, interdisciplinary, listening to
others
Situational Leadership
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Assess the situation, assess the group mrmbr, select the style for the siution
Coercive Power
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Type of power, followers fear punishment, don't use this.
Impoverished Leadership
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limited interest in production or people. Work requirements are at a
minimum
,Need Theory
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People are motivated to obtain outcomes that work to satisfy their needs.
Need is required for survival. To motivate a person: Managers must
determine what needs worker wants satisfied. Ensure that a person receives
the outcomes when performing well.
Avoidance
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Occurs when a person is very uncomfortable and cant cope with the
anxiety effectively; an individual will withdraw from the situation to avoid it.
There are times when this may be the best response especially when the
situation may lead to negative results, but in most situations this will not be
effective in the long run.
Bandura's Social Learning Theory
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Vicarious Learning, Self-Reinforcers, Self-Efficacy
Expert Power
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, Type of power, leader's specialized knowledge, they know something that
we don't so they can teach us.
Country Club
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Interest in people. Friendly and outgoing but productivity is low. Not truly
concerned with what is going on; worry about themselves and not the
team
Stages of Leadership Development
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Stage 1: Leader Traits
Stage 2: Leadership styles
Stage 3: Contingency approach (environment, what is happening that
causes you to be a good leader
Stgae 4:l New Leadership Approaches.
Manager
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Position held, position driven. Maintaining equilibrium, do things right
Give this one a try later!
Highly productive
have low intended turnover in their organization
Generate high customer and staff satisfaction
Innovate
Have positive relationships with process partners and suppliers
,Collaboration characteristics
Give this one a try later!
partnership, transforming and purposeful, interdisciplinary, listening to
others
Situational Leadership
Give this one a try later!
Assess the situation, assess the group mrmbr, select the style for the siution
Coercive Power
Give this one a try later!
Type of power, followers fear punishment, don't use this.
Impoverished Leadership
Give this one a try later!
limited interest in production or people. Work requirements are at a
minimum
,Need Theory
Give this one a try later!
People are motivated to obtain outcomes that work to satisfy their needs.
Need is required for survival. To motivate a person: Managers must
determine what needs worker wants satisfied. Ensure that a person receives
the outcomes when performing well.
Avoidance
Give this one a try later!
Occurs when a person is very uncomfortable and cant cope with the
anxiety effectively; an individual will withdraw from the situation to avoid it.
There are times when this may be the best response especially when the
situation may lead to negative results, but in most situations this will not be
effective in the long run.
Bandura's Social Learning Theory
Give this one a try later!
Vicarious Learning, Self-Reinforcers, Self-Efficacy
Expert Power
Give this one a try later!
, Type of power, leader's specialized knowledge, they know something that
we don't so they can teach us.
Country Club
Give this one a try later!
Interest in people. Friendly and outgoing but productivity is low. Not truly
concerned with what is going on; worry about themselves and not the
team
Stages of Leadership Development
Give this one a try later!
Stage 1: Leader Traits
Stage 2: Leadership styles
Stage 3: Contingency approach (environment, what is happening that
causes you to be a good leader
Stgae 4:l New Leadership Approaches.
Manager
Give this one a try later!
Position held, position driven. Maintaining equilibrium, do things right
