HRM Leadership Lecture Notes

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Department
Management and Organizational Studies
Course
Management and Organizational Studies 1021A/B
Professor
James O' Brian
Semester
Fall

Description
HRM Leadership Lecture Notes -leadership covers a wide-range of theory and has generated a lot of interest -European debt crisis responsibility of European leaders -Hurricane Katrina issue of leadership in American federal government -easy to link attributes of leadership to failure/success -myth of leader causation Leadership Definitions -command and control part of old school of management/leadership -definitions are arbitrary/constructed – shown by alternate definitions by different people -common characteristics: *influence (mediated behaviour), shared goals/visions -differences: Montana and Giuliani definitions (brings ethical/moral dynamic to reasoning) -seek other definitions to compare with (core elements of package definition) -think & reason around definitions Roadway Express, Inc. -attribution that may be unsubstantiated -shared leadership approach…is it supportable as a cause for financial performance? (fallacy of causation) -link/cause not proven, only correlation noticed Leadership as Partnership -elements of concept of leadership -old textbook contrasts old/new schools of leadership -current textbook deals with new school of leadership -social relationships are balanced/equal -followers and leaders influence each other -point of contrast is parenting situation -followers and leaders are both rational adults who have ability to communicate, understand and participate in discussions in a rational way Leadership as Relational -establish & maintain quality relationships -doesn’t say anything about conflict (inevitable consequence of organization) -leaders and followers need to learn how to contend and mediate in a way that does not damage relationship within organization Leadership in Contrast with Management -sees leaders and managers as two separate people (caricatures) -managers were “bean counters” – accountants (Scrooge) -strong contrast shown in defining terms (table 1-1) -leaders need to attend to details (like managers) and managers need to lead -entrepreneur (visionary leadership without the attention to detail required in management – everything goes wrong) Leadership and Organizational Performance -variety of theories that don’t clearly identify what leadership is or how it affects the organization -emphasis on getting everyone to look at things in the same way (stay on the same page) -organizational performance is dependent variable for management (how does everything affect performance) -people prefer single causation effects -transactional leadership (quid pro quo – exchange relationship of motivation) -leaders protect followers and help them achieve personal goals if followers work towards leaders’ organizational goals -charismatic leadership (charm/influence strategy wielded on the basis of liking the leader) -marketers issue calls-to-action through influential people -nature of environment changes relationship between charismatic relationship and organizational performance (more uncertainty, stronger effect of leadership) -choosing right leader is as important as choosing the right industry to do business in -organizations are complex – rely on lots of interactions between people in org & most orgs are open systems (exposed to environment and subject to fluctuations in marke
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