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Chapter 10

Chapter 10

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

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Chapter 10 – Leadership
Defining leadership
Leadership is the ability of an individual to influence, motivate, and allow others to
contribute toward the effectiveness and success of organizations of which they are
members
Leadership theories have been classified into 4 different perspectives
oThe trait perspective
oThe behavioural perspective
oThe contingency perspective
oThe transformational leadership perspective
The trait perspective
The trait perspective of leadership proposes that leaders are more likely to have certain
personality, social, physical or intellectual traits than nonleaders
Competencies are learned behaviours such as skills, abilities and values
oFew key competencies that do appear to be associated with successful leaders are
drive (a broad term that includes achievement, motivation, ambition,
energy, tenacity (stubbornness) and initiative)
leadership motivation (the desire to lead but not to seek power as an end
in itself)
honesty and integrity
self-confidence (which is associated with emotional stability)
cognitive ability
knowledge of the business
emotional intelligence has also been associated with effective leadership
John Kotter saw 4 competencies of good leaders
www.notesolution.com
oDrive and energy
Comes up in most descriptions of successful leaders (ex. On pg 302)
oIntelligence
oMental and emotional health
oIntegrity
The behavioural perspective
Emerged in 1940s and 1950s
The behavioural perspective of leadership proposes that effective leaders behave in
certain desirable ways
Researchers says leaders vary in the degree to which they are perceived as task-oriented,
people-oriented, neither or both
Task and people-oriented leader behaviours are independent of each other
A leader may be high on both or low on both or high on one while low on the other
oTask-oriented style is a style of leadership in which the leader 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 (aka
production or autocratic style)
In early studies, it was referred as initiating structure because leaders with
this style tended to initiate a lot of structure, so that people would have
very clear directions (ex. On pg 304)
oEmployee, people-oriented or democratic style is a style of leadership in which
leaders shows trust and respect, engages in 2 way communication, listens,
encourages, gives recognition and provides socio-emotional support (aka
consideration)
oMany senior managers believe that the oldcommand and control approach to
leadership is a failure
oSenior management has to be genuinely people-oriented and care about employee
development as Philip Hughes says
www.notesolution.com
oJohn Mayberry says the 2 way communication that is an integral part of a people-
oriented leadership style helps managers find out what the real problems are
oLaissez-faire style (uninvolved) is an employee-centered leadership style in
which the manager allows his or her employees to function within prescribed
limits
The leadership (managerial) grid
Robert Blake and Jane Mouton developed leadership grid
Leadership grid (managerial grid) is a model that proposes that the best way to lead is
to show high concern for results (task) and high concern for people
They took the concern for task and concern for people dimensions and developed a model
based on various combinations of these styles
Leadership grid includes 5 styles and proposes that the best way to lead is to show high
concern for results (task) and high concern for people
oOrganization man manager (5,5)
It is a leader with a balanced concern for both people and results
oAuthority-compliance manager (9,1)
Has great concern for results and little concern for people
Leaders in this desire tight control in order to get tasks done efficiently
and considers creativity and human relations unnecessary
oCountry club manager (1,9)
Has great concern for people but little concern for results
Attempts to avoid conflict and seeks to be well liked
Leaders goal is to keep people happy through good interpersonal relations
which are more important to him than the task
oTeam manager (9,9)
Has great concern for people and results
www.notesolution.com

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Description
Chapter 10 Leadership Defining leadership Leadership is the ability of an individual to influence, motivate, and allow others to contribute toward the effectiveness and success of organizations of which they are members Leadership theories have been classified into 4 different perspectives o The trait perspective o The behavioural perspective o The contingency perspective o The transformational leadership perspective The trait perspective The trait perspective of leadership proposes that leaders are more likely to have certain personality, social, physical or intellectual traits than nonleaders Competencies are learned behaviours such as skills, abilities and values o Few key competencies that do appear to be associated with successful leaders are drive (a broad term that includes achievement, motivation, ambition, energy, tenacity (stubbornness) and initiative) leadership motivation (the desire to lead but not to seek power as an end in itself) honesty and integrity self-confidence (which is associated with emotional stability) cognitive ability knowledge of the business emotional intelligence has also been associated with effective leadership John Kotter saw 4 competencies of good leaders www.notesolution.com
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