10 11 - Lecture Notes - Chapter 15 - Leadership as a Management Function.docx

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Western University
Management and Organizational Studies
Management and Organizational Studies 1021A/B

Leadership as a Management Function Leadership and Management  Who invented leadership?  Military context  Political context  Etc. o Where does our leadership imagery come from?  Can you think of archetypical leaders who were women?  Joan of Arc  Cleopatra  Margaret Thatcher  Mother Theresa  Rosa Parks o Most die badly  Can you think of archetypical leaders who were non-white, non-euro?  Ghandi  Nelson Mandela  Martin Luther King  Can you think of archetypical leaders who were non-elite?  Martin Luther Our ideas of leadership are very gendered – even our thoughts on political leadership  Social change leaders and organizational leaders  If there is only one important or real kind of leader, then what do the rest of us do?  Mintzberg – ‘Quiet leadership’ (corporate leadership) of John Cleghorn – former CEO of RBC, and Board Chair of SNC – Lavalin and Canadian Pacific Railway  Leadership o The process of influencing others so that their work efforts lead to the achievement of organizational goals.  Leadership vs. Management o Are leading and managing different functions?  Are leaders managers? A part of management?  Are there substitutes for leadership?  Management > Leadership  What about people in an organization who aren’t ‘leaders’? What are they/we? o The people who aren’t leaders are followers – obviously they follow cause they’re dumb. Transactional leaders o Focus on fair exchanges with members to motivate achieving goals by:  Clarifying role or take requirements  Setting up structures  Providing appropriate rewards  Being considerate of the needs of subordinates o Personal characteristics  Take pride in running smoothly and efficiently  Have a sense of community to the organization  Encourage conformity to norms and values  Is this what you think of ‘leadership’? Transformational leaders o Focus on inspiring change in members and the organization by:  Inspiring and arousing others to unite in seeking extraordinary performance accomplishments  Challenging the status quo and stimulating change in the organization’s mission, strategy, structure and culture o Personal characteristics  Identify with follows, creating personal loyalty  Motivate employees to transcend individual goals for the sake of a team or organization by articulating a clear vision  Pay personal attention to followers’ needs by supporting and encouraging followers in their attempts to work toward the vision  Challenge followers to be innovative, model new behaviours and exhibit a high m
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