BUS 272 Chapter Notes - Chapter 11: Fiedler Contingency Model, Charismatic Authority, Transactional Leadership

• School: Simon Fraser University
• Department: Business Administration
• Course: BUS 272
• Professor: Zorana Svedic

Document Summary

The ability to influence a group toward the achievement of a vision or set of goals. Not all leaders are managers, nor are all managers leaders. Leadership as supervision (early theories that focus on supervision) Extroversion more likely to assert themselves in group situations high self-efficacy, but high assertiveness is less effective. Conscientiousness and openness to experience: high self-efficacy, but not as strong as extraversion: emotional intelligence (ei) Empathy: e(cid:373)patheti(cid:272) leaders (cid:272)a(cid:374) se(cid:374)se others(cid:859) (cid:374)eeds, liste(cid:374) to (cid:449)hat follo(cid:449)ers sa(cid:455), a(cid:374)d read the reactions of others. Easier to influence the feelings of followers by expressing genuine sympathy and enthusiasm for good performance, and by showing irritation when employees fail to perform. Peter principle: when people are promoted into one job, based on how well they did another, that assumes that the skills of one role are the same as the other. The only time such people stop being promoted is when they reach their level of incompetence (this happens often)