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Lecture 14

MGT 300 Lecture 14: MG Chapter 14 Notes

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MGT 300
Daniel Bachrach

Management Chapter 14 Notes The Nature of Leadership • Leadership ➢ The ability to influence employees to voluntarily pursue organizational gains Characteristics of Being a Manager & a Leader • Being a manager means… ➢ Planning, organizing, directing, controlling ➢ Executing plans and delivering goods and services ➢ Managing resources ➢ Being conscientious ➢ Acting responsibly ➢ Putting customers first – responding to and acting for customers ➢ Mistakes can happen when mangers don’t appreciate people are the key resource, underlead by treating people like other resources, or fail to be held accountable • Being a leader means…. ➢ Being visionary ➢ Being inspiring, setting the tone, and articulating the vision ➢ Managing people ➢ Being inspirational (charismatic) ➢ Acting decisively ➢ Putting people first – responding to and acting for followers ➢ Mistakes can happen when leaders choose the wrong goal, direction, or inspiration; overlead; or fail to implement the vision Being a Manager: Coping with Complexity • Determining what needs to be done – planning and budgeting • Creating arrangements of people to accomplish an agenda – organizing and staffing • Ensuring people do their jobs – controlling and problem solving Being a Leader: Coping with Change • Determining what needs to be done – setting a direction • Creating arrangements of people to accomplish an agenda – aligning people • Ensuring people do their jobs – motivating and inspiring Five Sources of Power • Legitimate power ➢ Results from managers formal positions within the organization • Reward power ➢ Results from managers authority to reward their subordinates • Coercive power ➢ Results from managers authority to punish their subordinates • Expert power ➢ Results from one’s specialized information or expertise • Referent power ➢ Derived from one’s personal attraction Tactics for Influencing Others • Rational persuasion • Inspirational appeals • Consultation • Ingratiating tactics • Personal appeals • Exchange tactics • Coalition tactics • Pressure tactics • Legitimating tactics Five Approaches to Leadership 1. Trait approaches • Leadership traits – positive task-oriented traits and positive/negative interpersonal attributes • Gender studies – motivating others, fostering communication, producing high-quality work, and so on 2. Behavioral approaches • Task-oriented behavior – initiating-structure and transactional leadership • Relationship-oriented behavior – three behaviors: consideration, empowering leadership, and servant leadership • Passive behavior – laissez-faire leadership 3. Situational approaches • Fiedler's contingency model - task-oriented style and relationship- oriented style – and three dimensions of control: leader-member, task structure, position power • House’s path-goal revised leadership model – clarifying paths for subordinates’ goals, and employee characteristics and environmental factors that affect leadership behaviors 4. Transformational leadership approach • Transformational leadership – transform employees to pursue organizational goals over self-interests, using inspirational motivation, idealized influence, individualized consideration, intellectual stimulation 5. Three additional perspectives • Leader-member exchange (LMX) model – leaders have different sorts of relationships with different subordinates • E-leadership – using information technology for one-to-one, one-to-many, and between group and collective interactions • Followers – we also describe the role of followers in the leadership process Trait Approach – Great Man Theory • Early line of research • Were traits of “Great Men” different than followers? • Conclusions: ➢ Leaders were not qualitatively different than followers ➢ Characteristics, such as intelligence, initiative, stress tolerance, responsibility, friendliness, and dominance, were modestly related to leadership success Behavioral Approaches • Behavioral leadership ➢ Approaches attempt to determine the distinctive styles used by effective leaders Michigan Leadership Model • Job-centered behavior ➢ Principal co
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