Chapter 11.docs

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Department
Business Administration
Course
BUS 272
Professor
Christopher Zatzick
Semester
Winter

Description
Chapter 11:Leadership Management: day-to-day care taker; make others maintain standard job behavior; promote stability Leadership: long-term objectives; to bring about change; establish vision, overcome hurdles. Trait theories of leadership: theories that propose traits-personality, social, physical, or intellectual- differentiate leaders from non-leaders. Skills are inherentent  focuses on personal qualities and characteristics such as charisma, enthusiasm, and courage  Nelson Mandela, Barack Obama, Steve Jobs, Richard Branson  Big 5 model- its better to think in terms of the more general trait o Extraversion > ambition&energy o Conscientiousness and openness to experience show strong and consistent relationships to leadership, but not s strong as extraversion emotional intelligence contains empathy which makes more critical than effective leadership Behavioural theories of leadership: theories that propose that specific behaviours differentiate leaders from nonleaders Skills can be trained The Ohio State Studies  Initiating structure: the extent to which a leader is likely to define and structure his role and the roles of employees in order to attain goals  Consideration: the extent to which a leader is likely to have job relationships characterized by mutual trust, respect for employees’ ideas, and regard for their feelings. The Michigan Studies  Employee-oriented leader: a leader who emphasizes interpersonal relations  Production-oriented leader: a leader who emphasizes the technical or task aspects of the job. The leadership Grid: A two dimensional grid outlining 81 different leadership styles (x-axis=concern for production; y-axis=concern for people)  Impoverished management (1,1)  Country club management (1,9)  Authority-obedience management (9,1)  Team management (9,9)  Middle-of-the-road management (5,5) Situational/Contingency theories Theories that propose leadership effectiveness is dependent on the situation  Fiedler Contingency Model: a leadership theory that proposes effective group performance depends on the proper match between the leader’s style of interacting with his or her followers and the degree to which the situation gives the leader control and influence. o Leader-member relations o Task structure: the degree to which job assignments are procedurized o Position power: the degree of influence a leader has over power-based activities  Hersey and Blanchard’s situational Leadership: A leadership theory that focuses on the readiness of followers  Path-goal Theory: a leadership theory that says it’s the leader’s job to assist followers in attaining their goals and to provide the necessary direction and/or support to ensure that their goals are compatible with the overall objectives of the group or organization o 3 guidelines to be effective  Determine the outcomes subordinates want  Reward individuals with their desired outcomes  Let individuals know what they need to do to receive rewards o Leader Behav
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