MHR 405 Chapter 10: Chapter 10 - MHR 405

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pearsquirrel474

12 Oct 2011

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Competencies: learned behaviours such as skills, abilities and values. Leadership agility: the ability to make wise and effective decisions amid comple x changing conditions. Leadership grid: a model that proposes that the best way to lead is to show high concern for results and ppl. Contingency perspective leadership: a perspective that proposes that effective l eadership depends upon the degree of fit between the leaders style and various f actors in the ituation. Least-prefered-co-workers (lpc): the person a leader has least preferred to work with over his or her career. Position power: the authority associated with the leaders formal position in the organization. Leader-member position: the quality of inter-personal relationship between leade r and members.

Related Questions

Which of the following statements about effective leadership is the most accurate?

A) Effective leaders have the same personality traits.
B) The most effective leadership style depends on who is being led and in what situation.
C) The democratic style of leadership will almost always improve the effectiveness of the organization.
D) One trait of effective managers is that they consistently maintain the same style of leadership.

carminecod572

Assume that you have just been promoted to a new position where you have leadership responsibility. You have never had formal leadership responsibilities before, and you wish to maximize the possibility that you will be successful with this new responsibility. Reflect upon the major leadership theories and models.

Develop a Pro and Con list involving at least three of these theories/models.

Reflect on each theory and discuss how the theory fits with your own personal style. For example - with a contingency style of leadership, perhaps this would not fit with someone's style if that person believes that all subordinates should be treated identically.

Fiedler’s Contingency Theory Situational Leadership Path-Goal Theory of Leadership
Vroom and Yetton’s Normative Decision Model
(Theory a recent addition to the literature) Transformational leadership Leader-Member Exchange (LMX) Theory Servant Leadership Authentic Leadership

cornelia

Trust and leadership go hand and hand in an organization. You cannot have effective leadership if people do not trust one another. The following attachment is developed by a consultant I have worked with Rob Fleischer. Using the work of Jim Collins (How the Mighty Fall?), Fleischer has taken what Collins highlights as activities that occur when a company is on the way down to what can happen to any organization or department that has ineffective leadership.

This list of signs provides can help clearly identify when someone is an effective or in-effective leader. I would like hear your reactions to this list? Have you worked for an effective or in-effective leader in the past? Present?

MHR 405 Chapter 10: Chapter 10 - MHR 405

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