3S03-CH7.docx

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11 Apr 2012
Department
Professor
Commerce 3S03
Chapter 7: Leadership
- Leadership is perhaps the most important, yet most misunderstood topic in all of management
Leadership: The ability to influence people to set aside their personal concerns and support a
larger agenda at least for a while
- The most effective leaders motivate people to perform above and beyond the call of duty and
enhance group success
- Leadership effectiveness is not simply who exerts the most influence or emerges to control the
group, but not achieve high group performance over time
- Leadership is generally distinguished by the necessity of followers (people) and as an influence
process that takes people beyond the status quo
Leadership Matters
- Leadership is consequential for the success of organizations and the well being of employee
and citizens
- Has been linked to a wide variety of important outcomes including employee satisfaction,
teamwork, and financial performance
- Effective leadership makes great things happen
- A first step toward understanding effective leadership is to first understand what is not true
The Full Range of Leadership
- With respect to personal characteristics, the action focus is mostly on understanding the
personal traits of importance and becoming more self-aware abut your own personal profile so
you can adapt when necessary and put yourself in positions where you are most likely to succeed
- With respect to behaviour, the key is to learn and practice those behaviours that promote
positive transactions and transform people to go above expectations
Full Range of Leadership Approach: We begin by addressing personal characteristics and
transactional leader behaviours
Leadership Myths
- Leaders are born, not made
- Leaders must be charismatic
- Leadership exists only at the top
- Leadership incompetence results from too little of the right stuff
Personal Characteristics of Leaders
Important Personal Traits in Leadership
- Traits are good predictors of leadership emergence, rather than leadership effectiveness
Leadership emergence: A set of traits has been found to be important in influencing others’
perceptions of leadership
- People who possess certain traits may be more likely to be effective in a managerial role
- Possession of these traits, however, seem to be linked to who will ultimately attain a managerial
role and who will not
- The personal traits of intelligence, dominance, sociability, self-monitoring, having high energy or
drive, self-confidence, and a tolerance for ambiguity all do a reasonable job of predicting who will
rise to the assigned position of a leader
Characteristics that People Admire
- The tope 4 characteristics: honest, forward-looking, inspiring, and competent
Transactional leadership
- Having effective leadership skills involves 2 primary behaviours:
1) Behaviours that focus on the task at hand
2) Behaviours that focus on the relationship between leader and follower
- Leadership involves influencing people to attain goals not just by giving them directives (task
behaviours) but also by supporting the employee (relationship behaviours(
Understanding the situation and adapting
- Situational leadership, gauging what people need at any given time
- To use the situational leadership approach, use these central concepts:
1) The difference between directive and supportive behaviour
2) How those 2 different types of leader behaviour combine to form 4 different leadership styles
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