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Chapter 11

BUS 272 Chapter Notes - Chapter 11: Relationship Marketing, Task Management, Extraversion And Introversion

Business Administration
Course Code
BUS 272
Lieketen Brummelhuis

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Chapter 11: Leadership
Leading vs. Managing
Leaders: The ability to influence a
group toward the achievement of a
vision or set of goals.
Leading - Useful for situations of
Managing - Useful for stable, day-to-
day situations.
Communicating the year’s task
Explaining a task
Explaining the company’s mission
Registering absenteeism
Setting an example of ethical behaviour
Giving daily feedback on the daily tasks
Motivating employees in general
Rewarding an employee for a job well
Leadership theories:
Provides a basis for selecting the right people for leadership
Predict leadership
Distinguish between effective and ineffective leaders
CEO finds communication skills as most impoath giartant skill,
followed by ability to motivate people, honesty, ability to listen, team
building expertise, analytical skills, and aggressiveness in business.
Implied we could train people to be leaders.
Leadership is a skill set and can be taught to anyone, so we must
identify the proper behaviors to teach potential leaders.
The Ohio State Studies
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Initiating structure
The defining and structuring of roles to attain goals.
High Initiating structure:
Assigns group members to particular tasks
Expects workers to maintain definite standards
of performance
Emphasizes the meeting of deadlines
High level of group and organization productivity and
more positive performance evaluations.
Job relationships that reflect mutual trust and respect.
High Consideration:
Help employees with personal problems
Friendly and approachable
Treat all employees as equals
Expresses appreciation and support
More satisfied with their jobs, were more motivated,
and had more respect for their leaders.
The Michigan Studies
Production-oriented (similar to Initiating structure)
Emphasizes the technical or task aspects of the job.
Employee-oriented (similar to Consideration)
Emphasizes interpersonal relationships and accept
individual differences among members.
Behavioural Theories’ Top Leaders
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)
Hersey and Blanchard’s Situational Theory
Readiness is the extent to which people have the ability
and willingness to accomplish a specific task.
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Leaders should tune their behaviour to the ability and
willingness of the followers.
If followers are unable and unwilling to do a task, the leader
needs to give clear and specific directions;
if they are unable and willing, the leader needs to display
high task orientation to compensate for followers’ lack of
ability and high relationship orientation to get them to “buy
into” the leader’s desires.
If followers are able and unwilling, the leader needs to use a
supportive and participative style;
if they are both able and willing, the leader does not need to
do much.
Criticism on SL Model:
The selling and telling are counter intuitive
Others agree: critique Graeff (2007)
Selling: If follower is willing, there is no need to sell or convince. So
why invest in the relationship?
Instead of selling, explaining (or telling) would be better here. Invest
in task behaviour only.
Telling: when followers are unwilling, the leader should focus on
relationship quality. Rather than telling, it would be better to sell
(convince followers). Invest both in relationship and task behaviour.
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