Study Guides (247,954)
Canada (121,183)
Commerce (716)

week 8 - chapter 9 .docx
Premium

5 Pages
156 Views
Unlock Document

Department
Commerce
Course
COMMERCE 1BA3
Professor
Teal Mc Ateer
Semester
Fall

Description
Leadership What is Leadership? • The influence that particular individuals exert on the goal achievement of others in an organizational context.  Managing people to get the day-to-day tasks done  To inspire people to do the extraordinary • Strategic leadership: leadership that involves the ability to anticipate, envision, maintain flexibility, think strategically, and work with others to initiate changes that will create a viable future for the organization Formal vs. Informal • Formal – Legitimacy – Role/position (title) – Organization gives them the power (authority)  Informal – No legitimate title – Positive power always (positive power = manager employee – Critical knowledge and experience Leaders vs. Managers • The role of the leader and the role of the manager are not the same. • Is it possible to be a manager yet not have influence?  Yes  Traditional managers: do perspective acts (plan, delegate, organize, compensate  Leaders: go beyond the traditional tasks **Transformational vs. Transactional • Transformational – Leadership that provides followers with a new vision that instills true commitment – Arouse intense feelings – Inspirational – Rely on personal sources of power – Charisma – Able to develop common vision – Constantly creating opportunity – Love to give autonomy (trusting)  Transactional – Leadership based on a straightforward exchange relationship between leader and followers – Motivate by exchanging rewards for services – Manager-like role – No long-term impact Trait – Innate Behaviour – Can be Trained Universal (1) Transformational Leaders (2) Socio-emotional & Task Leaders Situation Contingent (3) Fiedler’s Contingency Model of (4) Path –Goal theory Leadership Vroom-Yetton’s Model  after (4) teals 2013  Universal – leaders are leaders because of some enduring aspect of their personality/behaviour (use it all the time)  situation doesn’t matter  Universal trait – exercise your gifts all the time (1)  Situation contingent theories – leaders adjust the expression of traits/behaviors to fit the demands of the situation (teals situational sensor) (1)– great man approach - charismatic - you’re born this way (2)why universal theories emerged - emerged because there weren’t enough born leaders - research on leaders who were found to be effective and learn their behaviors - 2 grouping of behaviors  task people  hard/soft (socio-emotional) (3)natural prepotency Universal Leader Influence  Universal Trait Theories or Approaches  Transformational leaders  belief that certain individuals are destined to be leaders regardless of the situation.  traits: individual characteristics such as physical attributes, intellectual ability, and personality.  limitations of the trait approach  Same leader no matter where they go, who they deal with  No matter where you go you will be affected  Born leader no matter who the audience is  Universal Behaviour Theories/Approaches  Task Leader (Above the waterline) o A leader who is concerned with accomplishing a task by organizing others, planning strategy, and dividing labour.  Socio-emotional leader (below the waterline) o a leader who is concerned with reducing tension, patching up disagreements, and maintaining morale  Same as task leaders/socio-emotional leader from different studies:  The Ohio State Studies o Initiating Consideration: the extent to which a leader is approachable and shows personal concern for employees (socio-emotional) o Initiating Structure: the degree to which a leader concentrates on group goal attainment (task leader)  Managerial grid theory: concern for people (soft/hard), concern for production (task)  U Michigan study: o Product-oriented (task), people-oriented (soft/hard)  Universal behaviors: task oriented and you never change Situation-Contingent Leader Influence  Contingency Trait Theories/Approaches  Fiedler’s Contingency Theory o The association between leadership orientation (more task/oriented) and group effectiveness is contingent on how favorable the situation is for exerting influence o Only sending people to specific situations based on their strengths (task OR socio-emotional) o Propensity to hard vs. soft leadership skills o “We need to coach leaders to pay attention to the situation” 1. Leadership orientation  Least Preferred Co-Worker Scale  LPC: A current or past co-worker with whom a leader has had a difficult time accomplishing a task.  High  people oriented  Low  task oriented  Controversial  Determined whether you were more task or people oriented 2. Situational favourableness  leader-member relations the extent to which the group trusts/respects leader and will follow his/her direction  task structure  degree to which task either clearly specified and defined or ambiguous  position power  extent to which leader has official power to influence simply because of where he is in the hierarchy 3. The Contingency Model  how do you figure out which situation is most favourable for your style  favourableness high i. leader-member relations  good
More Less

Related notes for COMMERCE 1BA3

Log In


OR

Join OneClass

Access over 10 million pages of study
documents for 1.3 million courses.

Sign up

Join to view


OR

By registering, I agree to the Terms and Privacy Policies
Already have an account?
Just a few more details

So we can recommend you notes for your school.

Reset Password

Please enter below the email address you registered with and we will send you a link to reset your password.

Add your courses

Get notes from the top students in your class.


Submit