MHR 405 Chapter Notes - Chapter 10: Expectancy Theory, Servant Leadership

• School: Ryerson University
• Department: Human Resources
• Course: MHR 405
• Professor: Frank Miller

Document Summary

Leadership the ability of an individual to influence, motivates, and enables others to contribute toward the effectiveness and success of organizations of which they are members. A perspective that purposes that leaders are more likely to have certain personality, social, physical, or intellectual traits, than non-leaders. Competencies learn behaviours such as skills, abilities, and values. Drive (achievement, motivation, ambition, energy, tenacity, and initiative) A perspective that purposes that effective leaders behave in certain desirable ways. Employee, people-oriented style (democratic, consideration) a style of leadership in which the leader shows trust and respect, engages in two-way communication, listens, encourages, gives recognition. Laissez-faire style - an employee-centered leadership style in which the mangers permits his or her employees to function within prescribed limits. Leadership (managerial) grid - a model that purposes that the best way to show high concerns for results (task) and high concerns for people.