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Chapter 10 MHR.pdf

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Ryerson University
Human Resources
MHR 405

Organizational Behavior - MHR 405 Chapter 10 Amir Ali Golbazi Leadership Defining Leadership Leadership is the ability of an individual to influence, motivate and enable others to contribute toward to the effectiveness and success of organizations of which they are members. There are four distinct perspectives on leadership: Trait perspective, Behavioral perspective, Contingency perspective, & Transformational perspective. Trait or Competency Leadership Perspective The Trait (Competency) Perspective of leadership proposed that leaders are more likely to have certain personality, social, physical, or intellectual traits that non-leaders. Competencies are learned behaviors such as skills, abilities, and values. Here are some competencies associated with effective leaders. - Drive & Energy - Leadership Motivation The Path Goal (Contingency) Theory of Leadership - Honesty & Integrity - Self Confidence - Cognitive Ability - Knowledge of the business - Emotional intelligence And Leadership Agility is the ability to make wise and effective decisions during complex changing conditions. Behavioral Leadership Perspective This proposed that effective leaders behave in certain desireable ways. Leaders whom have a Task Oriented Style (Production Oriented, Autocratic) spell out duties and specific tasks, tells people what to do and how, ensures rules are followed, and encourages peak performance. This style is also known as the Initiating Instructor. The leader with an Employee, People Oriented, or Democratic style is one who shows trust and respect, while engaging in two way communication, listens, encourages, hive recognition, and provides socio-emotional support or consideration. The third leadership style is Laissez-Faire or Uninvolved Leadership Style. This is when an employee centered leadership style in which the manager permits his or her employees to function within prescribed limits. Although some leaders display both a high concern for people and the task. This is known as a Balanced Leadership Style in which the manager displays both people orientation and task mindedness. THE LEADERSHIP (MANAGERIAL) GRID This is a model that proposes that the best way to lead is to show high concern for results (task) and high concern for the people. Consider the various roles and where they are positioned on the grid. ORGANIZATIONAL BEHAVIOR MHR 405 CHAPTER 10 AMIR ALI GOLBAZI 1 The Contingency Leadership Perspective This is the third perspective on leadership. This theory BehavvorallPerspecctve ofLeeadership:: A perspeectve that proposessthat efecctve eaaders behavve n certanin suggests that effective leadership depends upon the desirablewaays.. degree of fit between the leader’s style and various factors in the particular situation. These theories are A style of leadership in which the leader spells out duties and known as “IF THEN”. Task-oriented specific tasks, tells people what to do and how to do it, leadership style ensures employees follow rules, and encourages employees to reach peak performance. There are three contingency theories: Path Goal, Fielder’s, and Substitutes theory. Employee, A style of leadership in which the leader shows trust and people-oriented, respect, engages in two-way communication, listens, or democratic encourages, gives recognition, and provides socio-emotional PATH-GOAL CONTINGENCY THEORY leadership style Support This is the most widely accept contingency theory. The An employee-centred leadership style in which the manager basic role of the leader is the clear the follower’s path Laissez-faire style permits his or her employees to function within prescribed the goal. In addition leaders should change their style to (uninvolved) fit the organization and the follower’s characteristics. leadership style limits. The leader should the use the most appropriate A leadership style in which the manager exhibits both a task behavior style as indicated in the path goal theory Balanced leadership diagram above. style and people orientation.
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