MGMT2100 Final: Leadership
Leadership
• Leadership - the process by which an individual influences others in ways that help attain group or
organisational goals.
• Leader - the person who exercises the most control over the group.
• Characteristics of Good Leadership
o Involves non-coercive influence.
o Influence is goal-directed.
o Requires followers
o Leaders and managers are distinct.
Leadership and Communication
• Leaders:
o Communicate a vision
o Persuade followers
o Motivate others towards a common goal.
o Maintain power through communication, eg: amount of information given.
Interpersonal Communication
The Trait
Approach
• Great person theory - recognises that great leaders possess key traits that set them apart from
most others, traits that remain stable over time and across different groups.
Introverts
• Think before they speak
• Contemplate all sides of the argument
• Place substance over personality
• Judge based objective demanding criteria
• Focussed
• Better at being prepared
Behavioural
Approach
• Permissive-directive dimension - the extent to which leaders direct the activities of subordinates
and tell them how to carry out their jobs.
• Permissive extreme - not telling subordinates how to do their jobs.
• Directive extreme - telling subordinates precisely how to do their jobs.
• The autocratic-democratic dimension:
o Autocratic - decisions are made unilaterally.
o Democratic - decision-making responsibility is delegated to others.
o People who fall between these two extremes use participative leadership style.
Transformational
Leadership
• Charisma - have a mission and inspire others to follow them, often in a highly emotional manner.
• Self-confidence - highly confident in their ability and judgement, and others readily become
aware of this.
• Vision - have ideas about how to improve the status quo and do what it takes to change things for
the better, even if it means making personal sacrifices.
• Environmental sensitivity - highly realistic about the constraints imposed upon them and the
resources needed to change things.
• Intellectually stimulation - help followers recognise problems and show them ways of solving
them.
• Inspiration - clearly communicate the importance of the company's mission and rely on symbols
to help focus their efforts.
• Morality - tend to make decisions in a manner showing advanced levels of moral reasoning.
Situational
Leadership
Theory
• Focuses on the best leadership style for the specific employee.
• Depends on the maturity of followers:
o Task behaviour - need for guidance and direction.
o Relationship behaviour - need for emotional support.
• Four situations
1. Telling - specific instructions, close supervision (unable/insecure)
2. Selling - specific instructions, being very supportive (unable/willing)
3. Participating - low level of task behaviour, high levels of relationship behaviour
(capable/unwilling)
find more resources at oneclass.com
find more resources at oneclass.com
Document Summary
Leadership - the process by which an individual influences others in ways that help attain group or organisational goals. Leader - the person who exercises the most control over the group. Leaders: communicate a vision, persuade followers, motivate others towards a common goal, maintain power through communication, eg: amount of information given. Interpersonal communication: great person theory - recognises that great leaders possess key traits that set them apart from most others, traits that remain stable over time and across different groups. Permissive-directive dimension - the extent to which leaders direct the activities of subordinates and tell them how to carry out their jobs. Permissive extreme - not telling subordinates how to do their jobs: directive extreme - telling subordinates precisely how to do their jobs. The autocratic-democratic dimension: autocratic - decisions are made unilaterally, democratic - decision-making responsibility is delegated to others, people who fall between these two extremes use participative leadership style.
