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Department
Business Administration
Course
BUS 272
Professor
glitzsimmons
Semester
Fall

Description
BUS 272 Organizational Behavior Chapter 11 Leadership LEADING VS MANAGING Managing is useful for stable, day-to-day situations. VS Leading is useful for situations of change. Leaders vs. managers. BUT managers are useful in situations of little change. Leaders sometimes try to change things too much. • Managing is similar to supervising. Useful for stable day-to-day situations. • Leading is most useful for situations of change / instability. It focuses more attention on big-picture ideas than details. Managership • Engages in day-to-day caretaker activities: Maintains and allocates resources • Exhibits supervisory behaviour: Acts to make others maintain standard job behaviour • Administers subsystems within organizations • Asks how and when to engage in standard practice • Acts within established culture of the organization • Uses transactional influence: Induces compliance in manifest behaviour using rewards, sanctions, and formal authority • Relies on control strategies to get things done by subordinates • Status Quo supporter and stabilizer Leadership • Formulates long-term objectives for reforming the system: Plans strategy and tactics • Exhibits leading behaviour: Acts to bring about change in others congruent with long- term objectives • Innovates for the entire organization • Asks what and why to change standard practice • Creates vision and meaning for the organization • Uses transformational influence: Induces change in values, attitudes, and behaviour using personal examples and expertise • Uses empowering strategies to make followers internalize values • Status Quo challenger and change creator WHAT MAKES A GREAT LEADER? 1) Traits The inherent qualities of leaders. Eg personality, values, intelligence. BUT this approach is too distant from what people do. 2) Behaviors What leaders do. BUT this approach doesn’t consider that different behaviours may be appropriate in different situations. 3) The Situation Matching behaviours to the situation Generally the best approach to leadership theories. Most appropriate. 1 BUS 272 Organizational Behavior Chapter 11 Leadership LEADERSHIP TRAITS Trait Theories: Are Leaders Different from Others? Trait: characteristics of the person. Six traits have been identified that are consistently associated with leadership: 1. Ambition and energy 2. The desire to lead 3. Honesty and integrity 4. Self-confidence 5. Intelligence 6. Job-relevant knowledge *Extroverts are more likely to becomes leaders but they’re not necessarily more effective leaders LEADERSHIP BEHAVIOURS Behavioural Theories: Do Leaders Behave in Particular Ways? Propose that specific behaviours differentiate leaders from non-leaders. The Managerial Grid Matrix developed by Blake and Mouton in the early 1960s (Exhibit 11-4). This grid is useful as a conceptual tool, but little empirical evidence exists to support it. • Impoverished - Minimum effort required to keep your job. (Homer Simpson) • Authority-obedience - minimize interference of human elements (emotions, etc) in performance. (Army) • Country club management - thoughtful attention to needs of people for satisfying relationship needs. (kindergarden techer) • Team management - Work is accomplished by committed people who have a ‘common stake’ in the organization’s purpose. Includes trust and respect. LEADERSHIP SITUATION 2 BUS 272 Organizational Behavior
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