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Chapter 10

Chapter 10

11 Pages
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Department
Human Resources
Course Code
MHR 405
Professor
Louis Pike

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Chapter 10:Leadership
Transformational Leadership in the Aboriginal Community (p283)
- Grace Elliot-Nielson is top 100 most powerful women in Canada and most recognized BC aboriginal
leader.
a visionary and courageous leader who promotes justice, fairness, and equality
- responsible for development of community programs that are forefront of innovation in delivery of
aboriginal health and social services
- The world could use more people like Grace- people who are in a position of power and dont abuse it
Defining Leadership (GLOBE global Leadership and Org Behaviour Effectiveness)
Leadership: ability of an individual to influence, motivate, and enable others to contribute toward
the effectiveness and success of org of which they are members
4 different perspectives
1.Trait (or competency) perspectivein born
2.Behavioural Leadership Perspective behave certain ways
3.Contingency perspective of leadership (p290)degree of fit between leader
style/situation
4.Transformational Leadership perspective degree to transform org
Trait (or competency) Perspective
Proposed that leaders are more likely to have certain personality, social, physical or intellectual
traits than non-leaders
Difficult to prove a universal set of traits(viewed as inborn) that defined leaders in every situation
But competencies (learned behaviours) such as skills, abilities, values
oa few associated with successful leaders include
drive and energy(includes achievement, motivation, ambition, tenacity, and initiative)
leadership motivation (desire to lead but not seek power as an end in itself)
honesty and integrity
self-confidence (associated with emotional stability)
Emotional stability chapter 2
cognitive ability
knowledge of the biz
www.notesolution.com
John Kotter (not trait theorist), identifies 4 competencies of good leaders
Drive and energy*, intelligence, mental and emotional health, integrity
E.g. Link Cook, CEO of Shell, is described as fiercely competitive with a steely will.
Known for high energy and biz judgement.
David Traversi, The Source of leadership: Eight drives of high-impact leader, drivers of effective
leadership are presence (consciousness and mindfulness)
Openness; clarity of thought, emotion, and behaviour; intention; personal
responsibility; intuition; creativity; and connected communication
Leadership agility: ability to make wise and effective decisions amid complex changing conditions
has become important.
Simple most important thing leaders do, is make good judgement calls.
Behavioural Leadership Perspective
Proposed that effective leaders behave in certain desirable ways
Leaders varied in the degree to which they were perceived as task-oriented, people-oriented,
neither, or both.
Task-oriented and people-oriented are independent of each other.
Task-oriented style (aka production oriented, and autocratic) spells out duties and specific tasks,
tells people what to do and how to do it, ensures employees follow rules, and encourages employees
to reach peak performance.
oIn earlier studies, referred to as initiating structure, because leaders with this style tended
to initiate a lot of structure, so that people would have very clear directions.
oE.g. Brenda Hoffman, given 6 month to do what TSX has not accomplished in 4 years (install
a new, multimillion dollar trading engine to replace crash-prone CATS). She has set the tone
for aggressive targets. You dont want to follow around like a bunch of tadpoles
Employee, people-oriented, democratic style: shows trust and respect, engages in two-way
communication, listens, encourages, gives recognition, and provides socio-emotional support to
followers.
oIn earlier studies, referred to consideration because when this style was used, they viewed
them as considerate and respectful.
Many senior managers believe in the old command and control recipe for failure.
Hughes believes, like Winston Hodgins, that senior mgmt has to be genuinely people-oriented and
care about employee development.
www.notesolution.com
John Mayberry, CEO of Dofasco, believes two-way communication is an integral part of people-
oriented leadership style helps managers find out what the real problems are.
Laissez-faire or uninvolved leadership style: employee-centered leadership style in which the
manager permits his or her employees to function within prescribed limits
oSimilar to delegating style
Balanced leadership style: leadership style in which manger exhibits both task and people
orientation
Leadership Grid aka Managerial Grid: model (by Robert Blake and Jane Mouton) that
proposes that the best way to lead is to show high concern for results (task) and high concern for
people. {5 styles;}
oOrganizational manager (5,5)- middle leader, medium concern for people/production
*balance concern for both without commitment to either
oAuthority-compliance manager (9, 1) high production, low people concern; desires tight
control in order to get tasks done efficiently and considers creativity and human relations
unnecessary.
oCountry club manager (1,9) high people, low production; attempts to avoid conflict, and
seeks to be well liked; keep people happy through good interpersonal relations
oOne best way Team manager (9.9) ideal; great concern for people/production; works to
motivate employees to reach highest levels of accomplishment, is flexible, responsive to
change, and understand need for change.
oImpoverished manager (1,1) laissez-faire leader; low concern for people/production, avoids
taking sides, stays out of conflicts, does enough to get by.
Contingency perspective of leadership (p290)
A perspective that proposes that effective leadership depends upon the degree of fit between the
leaders style and various factors in the particular situation.
If-then
If the situation is _____, then the appropriate leadership behaviour is _____.
Differ from other mainly in terms of which employee and situational factors must be considered
when deciding how best to lead.
3 leadership theories that take a contingency perspective
oPath-Goal Contingency Theory- proposes that leader effectiveness is based on an
expectancy theory of motivation.
Assumes leaders adapt to behaviour and style to fit characteristics of the followers
and the environment in which they work.
www.notesolution.com

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Description
Chapter 10:Leadership Transformational Leadership in the Aboriginal Community (p283) - Grace Elliot-Nielson is top 100 most powerful women in Canada and most recognized BC aboriginal leader. a visionary and courageous leader who promotes justice, fairness, and equality - responsible for development of community programs that are forefront of innovation in delivery of aboriginal health and social services - The world could use more people like Grace- people who are in a position of power and dont abuse it Defining Leadership (GLOBE global Leadership and Org Behaviour Effectiveness) Leadership: ability of an individual to influence, motivate, and enable others to contribute toward the effectiveness and success of org of which they are members 4 different perspectives 1. Trait (or competency) perspective in born 2. Behavioural Leadership Perspective behave certain ways 3. Contingency perspective of leadership (p290) degree of fit between leader stylesituation 4. Transformational Leadership perspective degree to transform org Trait (or competency) Perspective Proposed that leaders are more likely to have certain personality, social, physical or intellectual traits than non-leaders Difficult to prove a universal set of traits(viewed as inborn) that defined leaders in every situation But competencies (learned behaviours) such as skills, abilities, values o a few associated with successful leaders include drive and energy(includes achievement, motivation, ambition, tenacity, and initiative) leadership motivation (desire to lead but not seek power as an end in itself) honesty and integrity self-confidence (associated with emotional stability) Emotional stability chapter 2 cognitive ability knowledge of the biz www.notesolution.com John Kotter (not trait theorist), identifies 4 competencies of good leaders Drive and energy*, intelligence, mental and emotional health, integrity E.g. Link Cook, CEO of Shell, is described as fiercely competitive with a steely will. Known for high energy and biz judgement. David Traversi, The Source of leadership: Eight drives of high-impact leader, drivers of effective leadership are presence (consciousness and mindfulness) Openness; clarity of thought, emotion, and behaviour; intention; personal responsibility; intuition; creativity; and connected communication Leadership agility: ability to make wise and effective decisions amid complex changing conditions has become important. Simple most important thing leaders do, is make good judgement calls. Behavioural Leadership Perspective Proposed that effective leaders behave in certain desirable ways Leaders varied in the degree to which they were perceived as task-oriented, people-oriented, neither, or both. Task-oriented and people-oriented are independent of each other. Task-oriented style (aka production oriented, and autocratic) spells out duties and specific tasks, tells people what to do and how to do it, ensures employees follow rules, and encourages employees to reach peak performance. o In earlier studies, referred to as initiating structure, because leaders with this style tended to initiate a lot of structure, so that people would have very clear directions. o E.g. Brenda Hoffman, given 6 month to do what TSX has not accomplished in 4 years (install a new, multimillion dollar trading engine to replace crash-prone CATS). She has set the tone for aggressive targets. You dont want to follow around like a bunch of tadpoles Employee, people-oriented, democratic style: shows trust and respect, engages in two-way communication, listens, encourages, gives recognition, and provides socio-emotional support to followers. o In earlier studies, referred to consideration because when this style was used, they viewed them as considerate and respectful. Many senior managers believe in the old command and control recipe for failure. Hughes believes, like Winston Hodgins, that senior mgmt has to be genuinely people-oriented and care about employee development. www.notesolution.com
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