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MHR Chapter 12.docx

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Ryerson University
Human Resources
MHR 405
Robin Church

MHR Chapter 12 Leadership: influencing, motivating, and enabling others to contribute toward the effectiveness and success of the organization of which they are members Shared leadership: The view that leadership is broadly distributed, rather than assigned to one person, such that people within the team and organization lead each other Authentic leadership: The view that effective leaders need to be aware of, feel comfortable with, and act consistently with their values, personality, and self-concept Figure 12.3 Authentic leadership Figure 12.4 Directive and supportive leadership styles Servant leadership: The view that leaders serve followers, rather than vice versa; leaders help employees fulfill their need and are coaches, stewards, and facilitators of employee performance Path-Goal leadership theory: A Contingency theory of leadership based on the expectancy theory of motivation that related several leadership styles to specific employee and situational contingencies Leadership Behaviour perspective Directive (Task-Oriented) Behaviours Supportive (People-Oriented) Behaviours  Assign work, clarify responsibilities  Concern for employee needs  Set goals and deadlines, provide feedback  Make workplace pleasant  Establish work procedures, plan future  Recognize employee contributions work  Listen to employees Leadership Behaviour perspective  These categories mask subcategories of leader behaviour that may be distinct  Assumes best leaders display a high level of both supportive and directive styles  But best style seems to depend on the situation  Figure 12.5 Path-goal leadership theories Path-Goal Leadership Styles 1. Directive 2. Supportive  Provide psychological structure to jobs  Provide psychological support  Task-oriented behaviour  People-oriented behaviours 3. Participative 4. Achievement-Oriented  Encourage/facilitate employee  Encourage peak performance through involvement goal setting and positive self-fulfilling prophecy Path-Contingencies Skill and Experience Locus of Control Low: directive and supportive leadership Internal: participative and achievement leadership External: directive and supportive leadership Task Structure Team Dynamics Non routine: directive and/or participative Low cohesion: supportive leadership leadership Dysfunctional norms: directive leadership Situational leadership theory (SLT): a commercially popular but poorly supported leadership model stating that effective leaders vary their style (telling, selling, participating, delegating) with the “readiness” of followers Fiedler’s contingency model: An early contingency leadership model, developed by Fred fielder, which suggests that leader effectiveness depends on whether the person’s natural leadership style is appropriately matched to the situation Leadership substitutes: A theory identifying contingencies that either limit a leader’s ability to influence employees or make a particular leadership style unnecessary Transformational Leadership: A leadership perspective that explains how leaders change teams or organizations by creating, communicating, and modelling a shared vision for the team or organization and inspiring employees to strive for that vision. Transactional Leadership: Leadership that helps organizations achieve their current objectives more efficiently, such as by linking job performance to valued rewards and ensuring that employees have the resources needed to get the job done Transformational, Managerial, and Transactional Leadership Transformational Leadership Transactional Leaders Changing the organization to fit environment Influence followers through rewards, penalties, and negotiation Change agents Managerial Leadership Effective leaders improve employee performance and well-being in the current situation Applies contingency leadership theories (e.g., path-goal) Evaluating Transformational Leadership Transformational Leadership is Important Higher employee satisfaction, performance, org citizenship, creativity Transformational Leadership Limitations Universal theory Risk of circular logic Need a contingency-oriented theory Some research defines transformational leaders Need to recognize cultural differences by their success rather than their behaviour Follower perceptions of characteristics of effective leaders Implicit leadership perspective Leadership Prototypes Romance of Leadership Effect Preconceived beliefs about the features and Amplify effect of leaders on organizational results behaviours of effective leaders. Fundamental attribution error Need for situational control Managerial Leadership: A leadership perspective stating that effective leaders help employees improve their performance and well- being in the current situation. Figure 12.6
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