Management and Organizational Studies 2181A/B Lecture Notes - Selective Perception, Fax, Job Satisfaction

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Published on 9 Nov 2011
School
Western University
Department
Management and Organizational Studies
Course
Management and Organizational Studies 2181A/B
MOS 2181 -- October 26, 2011
Chapter 9
What is Leadership?
- ability to inspire confidence & support among the people who are needed to achieve org. goals
Characteristics and Behaviours of a Leader
- ambition and energy
- empathy, honesty, integrity
- self-confidence
- emotional intelligence
- job-relevant knowledge
- flexible behaviour
EBM Claim #1 - Traits Alone Cannot Predict Leadership Success
- original theory of leadership
- leadership success is complex and involves many factors ... traits just being one!
EBM Claim #2 - Behaviour Theory of Leadership-
- Do certain behaviours create better leaders than others? (Task v. People oriented...consideration v.
initiating structure) Findings were mixed - some leaders need to consider both task-oriented and
employee-oriented behaviours. Also, it can depend on the situation
-Contingent leader reward behaviour was found to be positively related to employee
perceptions (highest trust in supervisor), positive attitudes (greater job satisfaction)
How can Situations Affect the Outcome of Leadership Efforts?
Traits and behaviour theories gave way to situational theories:
Fiedler Contingency Model & CRT
House’s Path Goal
EBM Claim #3 - Situational Theories of Leadership
- Fielders LPC Theory was OK but replaced by CRT - Cognitive Resource Theory --> states
experience predicts performance in high-stress situations; intelligence predicts performance in low-stress
situations
-House’s Path Goal - Strong Evidence - supportive or considerate leader behaviour is most
beneficial in supervising routine, frustrating or dissatisfying jobs
Some Evidence: for the connection between supportive and considerate leadership
- Path Goal can predict employees’ job satisfaction and acceptance of the leader because of
participative behaviour ... not so much predicting job performance (pg. 301)
*Leader is different and more special than manager. Leaders make a difference
...leaders establish direction by developing a vision of the future, then they align people by
communicating this vision and inspiring them to overcome hurdles.
Transactional Leaders
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Document Summary

Ability to inspire confidence & support among the people who are needed to achieve org. goals. Ebm claim #1 - traits alone cannot predict leadership success. Original theory of leadership leadership success is complex and involves many factors traits just being one! Ebm claim #2 - behaviour theory of leadership- Do certain behaviours create better leaders than others? (task v. people orientedconsideration v. initiating structure) findings were mixed - some leaders need to consider both task-oriented and employee-oriented behaviours. Contingent leader reward behaviour perceptions (highest trust in supervisor), positive attitudes (greater job satisfaction) was found to be positively related to employee. Traits and behaviour theories gave way to situational theories: Ebm claim #3 - situational theories of leadership. Fielder"s lpc theory was ok but replaced by crt - cognitive resource theory --> states experience predicts performance in high-stress situations; intelligence predicts performance in low-stress situations. House"s path goal - strong evidence beneficial in supervising routine, frustrating or dissatisfying jobs.

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