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Lecture

Chapter 9 Notes


Department
Management (MGH)
Course Code
MGHB02H3
Professor
Ted Mock

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Lecture Notes
Chapter Nine
Leadership
Leadership is the influence that particular individuals exert on the goal achievement of
others in an organizational context. It is influence in a way that achieves organizational
goals by enhancing productivity, innovation, satisfaction and commitment of the
workforce.
Formal leadership positions are “expected” to influence others and are given the
authority to direct others
However, the presence of a “formal leadership role” does not guarantee that there is
“leadership”
Are leaders born or made? (nature / nurture argument)
Traits (nature) – Is there a special set of traits that are required to be an effective
leader?
Traits are personal characteristics of the individual including physical characteristics,
intellectual abilities and personality
The following traits have been shown to be associated with effective leadership:
Intelligence
Energy
Self-confidence
Dominance
Motivation to lead
Emotional stability
Honesty/integrity
Need for achievement
Height (tallness)
The following Big Five characteristics are also associated with leadership:
Agreeableness
Extraversion
Openness to experience
In addition, effective leaders usually demonstrate a high level of EI
Limitations of the trait approach

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Causality – do dominant people become good leaders or do good leaders adopt a
dominant approach when they become leaders?
Traits may be necessary pre-condition but do not guarantee success as a leader
The trait approach does not explain what leaders must do to be effective. Therefore,
the trait approach is of little value in coaching and developing leaders.
Task Leader – a leader whose main concern is accomplishing the task by organizing
others, planning strategy, and dividing labour. A task leader demonstrates task
orientation and directive behavior.
Social-emotional Leader – a leader who is primarily concerned with reducing tension,
patching up disagreements, settling arguments and maintaining morale. A social-
emotional leader demonstrates employee orientation and supportive behavior.
The combination of these two effects lead to the following diagram:
1. Country Club Management
2. SUPPORTING
1. Team Management
2. COACHING
1. Impoverished
Management
2. DELEGATING
1. Authority/Obedience Management
2. DIRECTING
This diagram can be used in two ways:
As a guide to how effective your leadership style is. Your general attitude to the
leadership of the group will fall into one of these categories.
As a guide to how best to lead different individuals using different styles to make
the most efficient use of both their, and your, time and talents.
Analyzing Your Style
How do you lead your group? What is your attitude to both them and the task at hand?
Impoverished Management (low concern for the task, low concern for
people). This style is characterized by minimal effort on your part, just enough to
get the job done and maintain the group structure.
"I'll just let them get on with it, I'm sure they'll do fine, they don't really want me
interfering anyway"

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Country Club Management (low concern for the task, high concern for
people). You take good care of your group, ensuring a comfortable, friendly
atmosphere. You hope this will lead to the work getting done.
"It stands to reason, if they're happy they'll work harder and the work will take
care of itself."
Authority/Obedience Management (high concern for task, low concern for
people). You are probably a bit of a task master. The most important thing is the
work. You lead from behind by driving the group in front of you.
"We're here to work, the work needs to be done. If they're working hard enough
they won't have time to feel unhappy, they're not here to enjoy themselves."
Team Management (high concern for task, high concern for people). You see
the completion of the task and the well being of the group as interdependent
through a common stake in the organization's future. This leads to relationships
built on trust and respect, and work accomplishment from committed employees.
"We're in this together. We need to support and help each other to get this job
done."
The requirement for directive behavior vs. supportive behavior will vary according to the
situation – the nature of the task, skill level of employee, level of urgency and so on.
This will be discussed more under “contingency management”
Roles of Leaders
Consideration and initiating structure – you will see a close link between these concepts
and concern for people/concern for task that was just discussed.
Consideration – the extent to which a leader is approachable and shows personal
concern and respect for employees. A considerate leader is seen as friendly,
egalitarian (treats others as equals), expresses appreciation and support and is
protective of group welfare. This quality role is related to the social-emotional function
of leadership where the leader shows employee orientation and supportive behaviors
Initiating structure – the leader defines and organizes his/her role, the roles of followers,
stresses standard procedures, schedules work and assigns tasks. This role is related to
task orientation and directive behavior.
Research shows that both consideration and structure positively contribute to employee
motivation, job satisfaction and leader effectiveness.
Consideration is more strongly related to follower satisfaction, motivation and leader
effectiveness.
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