Chapter 9 lecture notes

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Published on 1 Jun 2011
Management (MGH)
x leadership Æ influence that the individual (leader) has on others to achieve organizational goals
Leader vs. Manager
x leader has to do things like strategic planning Æ they have to look at the external environment
x leaders also have to set the vision
x skills of leaders—conceptual skills, analytical skills, planning skills
x the managers operationalize, they implement the vision
x skills of managers—interpersonal skills, technical skills
Personal Power
x power derived from unique characteristics
x rational persuasion Æ using facts and logic to persuade people to your side of argument
x expert power Æ having expert knowledge about a topic
x referent power Æ people have this because they are liked by other people
x charisma Æ magnetic and engaging personality; it can be negative or positive, Hitler versus Obama
Position Power
x legitimate power Æ power recognized because of the position occupied
x reward power Æ power to control rewards that people receive
x coercive power Æ ability to give out punishments, e.g. parents, police
x information power Æ access to valuable data or knowledge in an organization
Increasing Position/Personal Power
x training Æ taking company tuition offers—increases information power and expert power
x join task forces and committees—increases information power and referent power
x perform novel or unusual tasks Æ taking initiatives and getting outside of regular job
Great Person Theory (Trait Theory)
x great leaders are born, not made
x innate traits—communication skills, high emotional intelligence, passion and perseverance, and others
x most great leaders are born, e.g., Nelson Mandela, Gandhi, Joan of Arc
x there are very few great leaders—they have to “walk the talk
Transformational Leadership
x leaders who transform society or organizations in some way
x some transformational leaders are Bill Gates, Steve Jobs, Henry Ford, Jack Welsh, Nelson Mandela, Gandhi
x some of the qualities are charisma, vision, environmentally sensitive (they recognize the limitations, challenges, and
resources they have available to them), high emotional intelligence, advanced levels of moral reasoning (they are
willing to do something for the greater good)
Path Goal Theory
x a good leader helps employees reach goals by showing them the way or the path
x the leaders can be supportive, achievement-oriented, directive
x the style that is chosen depends on:
1) the nature of the employees Æ what do the employees want
2) the nature of the work Æ what is the work like and how much knowledge do the employees have
Other Theories
x Fiedler’s Contingency Theory
x Situational Leadership
x both of these theories are called contingency theories
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