Def:
leadership= process by which a person exerts influence over other pple + inspires + motivates + directs their
acty to help achieve grp/ organ goals
leader= person who is able to exert influence over other pple to help achieve grp/organ goals
Effective leaders = can exert
influence on a way that helps the
grp/organ cope with contemporary
challenges
Effective leadership= occurs when the influence of leaders contributes to the grp/organ achieving its goals
Ineffective leaders= their influence
does not contribute to + often
detracts from goal attainment
Managers personal leadership style
=
- specific ways in which a manager
chooses to influence pple
- shapes how that manager
approaches planning, organising,
controlling (managerial tasks)
- pple: able to switch betw diff
leadership style, able to choose
leadership style that's effective in a
Personal leadership style and managerial tasks particular situation
Servant leaders = leader who has a
strong desire to serve and work for
the benefit of others
- share power with followers + ensure
most imp needs are met
- dev indiv
- well being enhanced
Research: leaders tend to lead diff in
diff parts of the world
European managers: more
The nature of leadership humanistic+ pple orientated -
Leadership styles across cultures medium term focus
Japanese managers: more focused
on grp than indiv - long term focus
USA managers: more focused on
profit, less on indiv needs - short term
focus
1- legitimate power = authority a
manager has by virtue of their
position in an organ hierarchy
2- reward power = ability of manager
to give/withhold tangible rewards
(bonuses, raises, pay) +intangible
rewards (verbal praise, respect)
3- coercive power = ability of
manager to punish (verbal
Power = key to leadership reprimands, pay reduction, dismissal)
others
4- expert power = based on the
special knowledge, skills, expertise
that a leader posesses
5- referential power =
- function of the personal chrct of a
leader
- power that comes from subordinate
+coworkers respect/admiration/
loyalty
Empowerment = process of giving
employees at all lvls the authority to
make decisions, be resp for their
outcomes + improve quality + cut cost
1- incre managers ability to get
things done =
Empowerment= an ingredient in modern management
-mangers have the support+ help of
subordinates who have special
knowledge of work tasks
2- incre workers involvement,
How empowerment contributes to motivation + commitment =
effective leadership
helps ensure that working towards
organ goals
3- gives managers more time to
focus on their pressing concerns =
spend less time on day to day
supervision
1- intelligence =
helps managers understand
complex issues + solve problems
2- knowledge + expertise =
help managers make good
decisions + discover ways to incre
efficiency + effectiveness
3- dominance =
helps managers influence their
subordinates to achieve organ goals
4- self confidence =
contributes to managers effectively
influencing subordinates and
persisting when faced with obstacles
or difficulties
Focused on ID the personal chrct that
The trait model
cause effective leadership
5- high energy =
helps mangers deal with the many
demands they face
6- tolerance for stress =
helps managers deal with
uncertainty and make difficult
decisions
7- integrity + honesty =
helps managers behave ethically
Traits + behaviour models of and earn their subordinates trust +
leadership confidence
8- maturity=
helps managers avoid acting
selfishly, control their feelings, and
admit when they have made a
mistake
1- consideration =
behaviour indicating that a manager
trusts/respects + cares abt
subordinates
The behaviour model
2-initiating structures = behaviour
that managers engage in to ensure
that work gets done
- subordinates perf jobs acceptably
- organ is efficient + effective
1) relationship orientated leader = concerned with
dev good relations with subordinates + being liked
by them
1- leadership style
2) task orientated leaders= are concerned with
ensuring that subordinates perf at a high lvl + focus
on task accomplishment
1) leader member relations =
- the extent to which foll like + trust + loyal to leader
- situations more fav for leading when leader -
member relations are good
2) task structure=
- extent to which work performed is clear out so
that a leader's subordinates know what needs to be
2- situational characteristic : how
accomplished + how to do it
favourable situation is for leading
Helps explain why a manager may be - high task structure = fav sit
Fielders contingency model an effective leader in one situation
and ineffective in another - low task structure= unfav sit
3) position power=
-amount of legitimate, reward + coercive power and
leader has by virtue of his/her position in an organ
- strong position power = fav sit
3- combining leader style + situation
Leadership
Contingency model of leadership
proposing that leaders can motivate
subordinates.
- managers 3 guidelines to being
effective leaders :
1- find out what outcomes ur
subordinates trying to obtain from
their jobs + organ
2- reward the subordinates for high
perf + goals attainment with
outcomes desired
3- clarifying the path to goal
attainment for subordinates, remove
obstacles to high perf + express
Contingency models of confidence in subordinates
capabilities
leadership
Robert Houses Path - goal theory 1- directive behaviour =
Beneficial : when subordinates struggle to compile
sim to initiating structure + incl tasks
setting goals, assigning tasks,
showing subordinates how to Detrimental: when subordinates are I dep thinkers
comply tasks +taking concrete steps who work best when left alone
to improve perf
2- supportive behaviour =
sim to consideration + incl Beneficial: when subordinates xp high lvl stress
expressing concern for subordinates
4 behaviours to motivate + looking out for their best interest
subordinates:
3- participate behaviour =
Beneficial: when subordinates support of a vision is
give subordinates a say in matters + req
decisions affecting them
4- achievement orientated
behaviour = Beneficial: incre motivation of highly capable
subordinates who are bored from having too few
motivate subordinates to perf at the challenges
highest lvl possible by setting
challenging goals, expecting that Detrimental: if used with subordinates who are
they be met + believing in already pushed to their limits
subordinates capabilities
A leader substitute= something that
acts in place of the influence of a
The leader substitutes model
leader + makes leadership
unnecessary
1- transformational managers make
subordinates aware of how imp their
jobs are for the organ + how
necessary it is for them to perf these
jobs at best they can so that the
organ can attain goals
2- transformational managers make
Occurs when managers change their subordinates in 3 imp ways their subordinates aware of the
subordinates own needs for personal
growth, dev + accomplishment
3- transformational managers
motivate their subordinates to work
for the good of the organ as a whole,
not just for their own personal gain/
benefit
Have a vision of how good things could be in their
1) being a charismatic leader work grps +organ that is in contrasts with the status
quo
Transformational managers openly share info with
2) stimulating subordinates their subordinates so they are aware of problems +
Transformational managers Actys they engage in intellectually need for change + helps them view the problems in
new ways, consistent with the leaders vision
Manger goes out of their way to support +
3) engaging in developing encourage subordinates giving them opp to
consideration enhance their skills + capabilities + to grow + excel
Transformational leadership on the job
Have ⬆️awareness of imp of their job
+ high performance
Aware of their own need for growth,
Subordinates of transformational managers
development, accomplishment
Work for the good of the organ + not
just their own personal benefit
Women= tend to be more
participative + involve subordinates
Gender and leadership Often men + women in positions of leadership tend to behave in similar ways
Men= tend to make decisions on own
+ punish subordinates more harshly -
directive
Emotional intelligence and EQ= helps leaders be more effective by helping them to promote high lvls of trust + coordination +
leadership encourage creativity
leadership= process by which a person exerts influence over other pple + inspires + motivates + directs their
acty to help achieve grp/ organ goals
leader= person who is able to exert influence over other pple to help achieve grp/organ goals
Effective leaders = can exert
influence on a way that helps the
grp/organ cope with contemporary
challenges
Effective leadership= occurs when the influence of leaders contributes to the grp/organ achieving its goals
Ineffective leaders= their influence
does not contribute to + often
detracts from goal attainment
Managers personal leadership style
=
- specific ways in which a manager
chooses to influence pple
- shapes how that manager
approaches planning, organising,
controlling (managerial tasks)
- pple: able to switch betw diff
leadership style, able to choose
leadership style that's effective in a
Personal leadership style and managerial tasks particular situation
Servant leaders = leader who has a
strong desire to serve and work for
the benefit of others
- share power with followers + ensure
most imp needs are met
- dev indiv
- well being enhanced
Research: leaders tend to lead diff in
diff parts of the world
European managers: more
The nature of leadership humanistic+ pple orientated -
Leadership styles across cultures medium term focus
Japanese managers: more focused
on grp than indiv - long term focus
USA managers: more focused on
profit, less on indiv needs - short term
focus
1- legitimate power = authority a
manager has by virtue of their
position in an organ hierarchy
2- reward power = ability of manager
to give/withhold tangible rewards
(bonuses, raises, pay) +intangible
rewards (verbal praise, respect)
3- coercive power = ability of
manager to punish (verbal
Power = key to leadership reprimands, pay reduction, dismissal)
others
4- expert power = based on the
special knowledge, skills, expertise
that a leader posesses
5- referential power =
- function of the personal chrct of a
leader
- power that comes from subordinate
+coworkers respect/admiration/
loyalty
Empowerment = process of giving
employees at all lvls the authority to
make decisions, be resp for their
outcomes + improve quality + cut cost
1- incre managers ability to get
things done =
Empowerment= an ingredient in modern management
-mangers have the support+ help of
subordinates who have special
knowledge of work tasks
2- incre workers involvement,
How empowerment contributes to motivation + commitment =
effective leadership
helps ensure that working towards
organ goals
3- gives managers more time to
focus on their pressing concerns =
spend less time on day to day
supervision
1- intelligence =
helps managers understand
complex issues + solve problems
2- knowledge + expertise =
help managers make good
decisions + discover ways to incre
efficiency + effectiveness
3- dominance =
helps managers influence their
subordinates to achieve organ goals
4- self confidence =
contributes to managers effectively
influencing subordinates and
persisting when faced with obstacles
or difficulties
Focused on ID the personal chrct that
The trait model
cause effective leadership
5- high energy =
helps mangers deal with the many
demands they face
6- tolerance for stress =
helps managers deal with
uncertainty and make difficult
decisions
7- integrity + honesty =
helps managers behave ethically
Traits + behaviour models of and earn their subordinates trust +
leadership confidence
8- maturity=
helps managers avoid acting
selfishly, control their feelings, and
admit when they have made a
mistake
1- consideration =
behaviour indicating that a manager
trusts/respects + cares abt
subordinates
The behaviour model
2-initiating structures = behaviour
that managers engage in to ensure
that work gets done
- subordinates perf jobs acceptably
- organ is efficient + effective
1) relationship orientated leader = concerned with
dev good relations with subordinates + being liked
by them
1- leadership style
2) task orientated leaders= are concerned with
ensuring that subordinates perf at a high lvl + focus
on task accomplishment
1) leader member relations =
- the extent to which foll like + trust + loyal to leader
- situations more fav for leading when leader -
member relations are good
2) task structure=
- extent to which work performed is clear out so
that a leader's subordinates know what needs to be
2- situational characteristic : how
accomplished + how to do it
favourable situation is for leading
Helps explain why a manager may be - high task structure = fav sit
Fielders contingency model an effective leader in one situation
and ineffective in another - low task structure= unfav sit
3) position power=
-amount of legitimate, reward + coercive power and
leader has by virtue of his/her position in an organ
- strong position power = fav sit
3- combining leader style + situation
Leadership
Contingency model of leadership
proposing that leaders can motivate
subordinates.
- managers 3 guidelines to being
effective leaders :
1- find out what outcomes ur
subordinates trying to obtain from
their jobs + organ
2- reward the subordinates for high
perf + goals attainment with
outcomes desired
3- clarifying the path to goal
attainment for subordinates, remove
obstacles to high perf + express
Contingency models of confidence in subordinates
capabilities
leadership
Robert Houses Path - goal theory 1- directive behaviour =
Beneficial : when subordinates struggle to compile
sim to initiating structure + incl tasks
setting goals, assigning tasks,
showing subordinates how to Detrimental: when subordinates are I dep thinkers
comply tasks +taking concrete steps who work best when left alone
to improve perf
2- supportive behaviour =
sim to consideration + incl Beneficial: when subordinates xp high lvl stress
expressing concern for subordinates
4 behaviours to motivate + looking out for their best interest
subordinates:
3- participate behaviour =
Beneficial: when subordinates support of a vision is
give subordinates a say in matters + req
decisions affecting them
4- achievement orientated
behaviour = Beneficial: incre motivation of highly capable
subordinates who are bored from having too few
motivate subordinates to perf at the challenges
highest lvl possible by setting
challenging goals, expecting that Detrimental: if used with subordinates who are
they be met + believing in already pushed to their limits
subordinates capabilities
A leader substitute= something that
acts in place of the influence of a
The leader substitutes model
leader + makes leadership
unnecessary
1- transformational managers make
subordinates aware of how imp their
jobs are for the organ + how
necessary it is for them to perf these
jobs at best they can so that the
organ can attain goals
2- transformational managers make
Occurs when managers change their subordinates in 3 imp ways their subordinates aware of the
subordinates own needs for personal
growth, dev + accomplishment
3- transformational managers
motivate their subordinates to work
for the good of the organ as a whole,
not just for their own personal gain/
benefit
Have a vision of how good things could be in their
1) being a charismatic leader work grps +organ that is in contrasts with the status
quo
Transformational managers openly share info with
2) stimulating subordinates their subordinates so they are aware of problems +
Transformational managers Actys they engage in intellectually need for change + helps them view the problems in
new ways, consistent with the leaders vision
Manger goes out of their way to support +
3) engaging in developing encourage subordinates giving them opp to
consideration enhance their skills + capabilities + to grow + excel
Transformational leadership on the job
Have ⬆️awareness of imp of their job
+ high performance
Aware of their own need for growth,
Subordinates of transformational managers
development, accomplishment
Work for the good of the organ + not
just their own personal benefit
Women= tend to be more
participative + involve subordinates
Gender and leadership Often men + women in positions of leadership tend to behave in similar ways
Men= tend to make decisions on own
+ punish subordinates more harshly -
directive
Emotional intelligence and EQ= helps leaders be more effective by helping them to promote high lvls of trust + coordination +
leadership encourage creativity
