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MGCR 222 (78)
Lecture

Ch11 LEADERSHIP.docx

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Department
Management Core
Course
MGCR 222
Professor
Patricia Hewlin
Semester
Fall

Description
Ch11: LEADERSHIP WHAT IS LEADERSHIP?  John Kotter: mgmt ≠ leadership o Mgmt  Coping with complexity  Order & consistency  Drawing up formal plans  Designing org structure  Monitoring results against plans o Leadership  Coping with change  Developing a vision of the future  Aligning people thru communication  Inspiring them to overcome bundles  Definition o Ability to influence a group toward the achievement of a vision or set of goals o Non-sanctioned leadership  Ability to influence that arises outside the formal structure of org  Leaders emerge from within a group or formal appointment TRAIT THEORIES  Focus on personal qualities & characteristics  Big Five Personalities Model  EI BEHAVIORAL THEORIES  Initiating structure o Extent to which a leader is likely to define and structure his role and those of employees in search for goal attainment o Attempt to organize  Work  Work relationships  Goals  Consideration o Extent to which a person’s job relationships are characterized by:  Mutual trust  Respect for employees’ ideas  Regard for their feelings o If high consideration  Friendly & approachable  All employees = equals  Appreciation & support  2 behavioral dimensions o Employee oriented leader  Consideration  Interpersonal relationships by:  Taking a personal interest  Accepting individuals ≠ o Production oriented leader  Initiating Structure  Technical aspects of the job CONTIGENCY THEORIES  The Fiedler Model o Concept  Effective group performance depends on the proper match btw leader’s style and the degree to which the situation gives him control  Assumes that leadership style is fixed o Steps  Identifying leadership style  Least Preferred Co-worker (LPC) o Relationship oriented o Task oriented  Defining the situation  Leader member relations o Degree of confidence, trust and respect members have in their leaders  Task structure o Degree to which the job assignments are procedurized  Position power o Degree of influence a leader has over power variables (hiring, firing, discipline, promotions, salary increases)  Matching leaders & situations  2 ways to improve leader effectiveness o Change leader to fit situation  Task or relationship oriented o Change situation to fit leader
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