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Chapter 12

BUS 272 Chapter Notes - Chapter 12: Emotional Contagion, Servant Leadership, Internal Control


Department
Business Administration
Course Code
BUS 272
Professor
Lieke Brummelhuis
Chapter
12

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Leadership
Managing (supervising) is useful for stable, day-to-day situations
Leading is useful for situations of change
Managers
- Explain a task
- Registering absenteeism
- Giving feedback on the daily tasks done
- Rewarding an employee for a job well
done
Leaders
- influences a group
- Couiatig the ear’s targets
- Eplaiig the opa’s issio
- Setting an example of ethical behavior
- Motivating employees in general
What makes a great leader?
- Traits: Leaders are born with special traits, personal qualities and characteristics that
differentiate leaders from nonleaders
- Behaviors: specific behaviours differentiate leaders from nonleaders
- Situations (contingency)
Trait Theories
Extroversion: related to the way leaders emerge, sociable and dominant people assert themselves into
situations
Conscientiousness: are disciplined and keep commitments they make
Openness: flexible and creative
Emotional Intelligence (EI): empathetic, predicts the traits between effective and ineffective leaders
Behavioral Theories: Do leaders behave in Particular ways?
- Leadership is a skill set and can be taught to anyone, so we must identify the proper behaviors
to teach potential leaders
Ohio State University study:
- initiating structure the defining and structuring of roles to attain goals. leaders with high
initiating structure assigns group members to particular tasks, expects a certain level of
performance and emphasize deadlines
- Consideration job relationships that reflect mutual trust, respect for ideas, and regard for
feelings
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University of Michigan study:
- Production-oriented emphasize the technical or task aspects of the job.
- Employee-oriented emphasize interpersonal relationships and accept individual differences
among members.
Task management leaders:
- have knowledge about the job
- can coordinate and organize
- are proactive and anticipating
- clearly define roles
People Management Leaders
- have good communication skills
- respect others in the organization
- are able to motivate others
- are trustworthy
Contingency (situational) theories
Hersey and Blanchard’s Situational Theory
- Focuses on follower readiness:
- Readiness is the extent to which people have the ability and willingness to accomplish a specific
task
Leaders should tune their behavior to the ability and willingness of the followers
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