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BUS 272 Lecture Notes - Role Conflict, Mental Model, Ken Blanchard

Business Administration
Course Code
BUS 272
Graeme Coetzer

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Chapter 12
Leadership in Organizational Settings
- The ability to influence, motivate, and enable others to contribute toward the
effectiveness of the organizations of which they are members
Shared Leadership
- The view that leadership is broadly distributed rather than assigned to one person
- Employees are leaders when they champion change in the company or team
- Calls for:
o Formal leaders willing to delegate power
o Collaborative culture employees support each other
o Employees able to influence through persuasion
Competency Perspective of Leadership
- Personal characteristics that lead to superior performance in a leadership role
- Identified as key influences on leadership potential and of effective leaders
- Eight leadership competencies
o Personality
Extroversion, conscientiousness, and other personality dimensions
o Self-concept
Positive self-evaluation (high self-esteem, self-efficacy, internal locus of
o Drive
Inner motivation to pursue goal
Inquisitiveness and action-oriented
o Integrity
Truthfulness and consistency of words and actions
o Leadership motivation
High need for socialized power
Motivation to lead others
o Knowledge of the business
Understand the external environment
Enable to make more intuitive decisions
o Cognitive and practical intelligence
Above-average cognitive ability to process information
Ability to solve real-world problems by adapting to, shaping, or selecting
the appropriate environment (practical intelligence)
o Emotional intelligence
Perceiving, assimilating, understanding, and regulating emotions

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Know Yourself
Engage in self-reflection
Feedback from trusted sources
Know your life story
Be Yourself
Develop your own style
Apply your values
Maintain a positive core self-
- Limitations
o Implies a universal approach
o Alternative combinations of competencies might work just as well
o Leadership is relational, not just something within the person
o Competencies refer to leadership potential, not performance
Authentic Leadership
- The view that effective leaders need to be aware of, feel comfortable with, and act
consistently with their values, personality, and self-concept
Behavioral Perspective
- Directive (task-oriented) behaviors
o Assign work, clarify responsibilities
o Set goals and deadlines, provide feedback
o Establish work procedures, plan future work
Increasing directive leadership results in higher job performance
- Supportive (people-oriented) behaviors
o Concern for employee needs
o Make workplace pleasant
o Recognize employee contributions
o Listen to employees
Increasing supportive leadership reduces employee absenteeism,
grievances, turnover and job satisfaction
- Limitations
o These categories mask subcategories of leader behavior that may be distinct
o Assumers best leaders display a high level of both supportive and directive
But best styles seems to depend on the situation
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