MHR 405 Lecture Notes - Lecture 13: Canoe.Com, Policy, Extraversion And Introversion

• School: Ryerson University
• Department: Human Resources
• Course: MHR 405
• Professor: Oxana Svergun

Document Summary

Influencing, motivating, enabling others to contribute toward effectiveness of orgs of which they are members. Managing: good leaders are not necessarily good managers, and good managers are not necessarily good leaders, effective leadership req. effective managerial skills, today"s leaders need to be effective at both leading + managing. Effective leaders improve employee performance + well-being in current situation. Involves creation, communication, modelling of a vision, and following four behaviours aimed at building commitment to visions on part of their followers: Transformation leadership limitations: circular logic, mixed models (behaviour + competencies, universal theory. People evaluate how well that person fits employees" beliefs about features and behaviours of effective leaders (leadership prototypes) People tend to overestimate influence of leaders on organizational events. Amplify effect: overestimation of control on environment. Fundamental attribution error: leaders are given credit/blame for company"s success/failure. Need for situational control: employees feel better believing that leaders make a difference so they look for this evidence.