BUS 272 Chapter 11: BUS 272 Chapter 11.docx

• School: Simon Fraser University
• Department: Business Administration
• Course: BUS 272
• Professor: Lieketen Brummelhuis

Document Summary

Theories that consider personal qualities and characteristics that differentiate leaders from non leaders. Initiating structure: the extent to which a leader is likely to define and structure his/her role and the roles of employees to attain them. Consideration: the extent to which a leader"s jobs relationships are characterized by mutual trust and respect for employees. Production orientations focus more on the task on hand. Theories that propose leadership effectiveness is dependent on the situation. Proposes that effective group performance depends on how the leader"s style matches the degree to which the situation gives the leader control. Evaluate the effectiveness of someone in a leadership position: leader-member relations (do employees respect their leader?, task structure (structured or unstructured, position power (how much influence does the leader have over hiring, firing, discipline, etc?) Transactional leadership -- clarify role and task requirements. Laissez-faire leader - abdicates responsibilities, avoids making decisions. Transformational leaders -- inspire followers to act for the good of the organization.