MGMT1001 Chapter Notes - Chapter 13: Servant Leadership, Transactional Leadership, Transformational Leadership
Chapter 13 Textbook Notes MGMT1001
Kinicki, et al. 2017, Management, A Practical Introduction, 2nd edn, McGraw-Hill Australia,
Sydney.
Power Leadership and Effective Communication
• Leaders do not need to manage and managers can also lead, but two activities are not
synonymous
o Management is about doing things right, but leadership is doing the right thing
• Leaders create and articulate vision and plan for future of organisation: they inspire,
encourage and rally others to achieve great goals
• Managers implement company visions and strategic plans, just as they organise, direct
and control functions
• Personalised power: directed at helping oneself as a way of enhancing their own selfish
ends may give the word power a bad name
• Socialised power: directed at helping others
• Five sources of power:
o Legitimate power is resulting from managers' formal positions within the
organisation
o Reward power results from manager's authority to reward their subordinates;
leaders also have this form of power. Rewards can range from praise to pay raises,
from recognition to promotions
o Coercive power, which all managers have, results from managers' authority to
punish or penalise their subordinates
o Expert power is resulting from one's specialised information or expertise
o Referent power is derived from one's personal attraction
• Trait approaches to leadership attempt to identify distinctive characteristics that account
for the effectiveness of leaders - dominance, intelligence, self-confidence, high energy,
and task-relevant knowledge.
• Behavioural leadership approaches attempt to determine distinctive styles used by
effective leaders show the combination of traits, skills and behaviours that leaders use
when interacting with others
• Job centred behaviour has managers pay more attention to job and work procedures thus
principal concerns with achieving production efficiency, keeping costs down and meeting
schedules
• Employee-centred behaviour pay more attention to employee satisfaction and making
work groups cohesive
• Contingency approach to leadership is believing effective leadership behaviour depends
on the situation at hand. Two approaches of:
o Contingency leadership model: (Fiedler's approach) determines if a leader's style is
(1) task oriented or (2) relationship oriented and if that style is effective for the
situation at hand
o Path-goal leadership model: holds effective leader uses goal setting and support in
workplace to increase motivation by clarifying paths, behaviour, that helps
employees achieve goals and attain desirable rewards
• Leader behaviours are influenced by the two contingency factors of employee
characteristics and environmental factors in determining the most effective leadership
• Applying situational theories:
o Identify important outcomes
o Identify relevant employee leadership behaviours
o Identify situational conditions
o Match leadership to the conditions at hand
o Determine how to make the match
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Document Summary
2017, management, a practical introduction, 2nd edn, mcgraw-hill australia, Leaders do not need to manage and managers can also lead, but two activities are not synonymous: management is about doing things right, but leadership is doing the right thing. Five sources of power: legitimate power is resulting from managers" formal positions within the organisation, reward power results from manager"s authority to reward their subordinates; leaders also have this form of power. Leader behaviours are influenced by the two contingency factors of employee characteristics and environmental factors in determining the most effective leadership: applying situational theories: Identify situational conditions: match leadership to the conditions at hand, determine how to make the match. They engender trust, seek to develop leadership in others, exhibit self- sacrifice and serve as moral agents, focusing themselves and followers on objectives that transcend the more immediate needs of the work group. Idealised influence that they inspire trust because they express integrity.
