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Chapter 12

BUS 272 - Chapter 12.docx

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Simon Fraser University
Business Administration
BUS 272
Graeme Coetzer

Chapter 12 Leadership in Organizational Settings Leadership influencing, motivating, enabling others to contribute towards the effectiveness and success of the orgs of which they are members o Apply various forms of influence to ensure that followers have motivation and role clarity to achieve specified goals o Also arrange work enviro so that employees can achieve corporate objectives more easily Shared Leadership (leaderful org) the view that leadership is broadly distributed rather than assigned to one person, such that ppl within the team and org lead each other o Instead of one formally assigned leader, may have several leaders at the same time needs higher collaboration among employees b/c shared leadership roles are affirmed by team rather than formally assigned o Employees perform leadership roles b/c co-workers support them for their initiative o Lacks formal authority, so influence occurs by involving and receiving commitment from co-workers Competency Perspective of leadership Personality o Most of Big 5 personality dimensions are associated w/ leadership, but strongest predictors are high extroversion (comfortable w/ having influential role in social settings), and conscientiousness (set higher personal goals for themselves, more motivated, higher performance expectations) Self-concept o Positive self-evaluation (high self-esteem, self-efficacy, internal locus of control), confident in leadership skills/ability to achieve objectives, complex/internally consistent/clear self-concept o Essential for authentic leadership (how well leaders know themselves and act in accordance w/ self-concept) Drive o High need for achievement inner motivation that leaders possess and pursue goals and encourage others to move forward with theirs; inspires inquisitiveness, action- orientation, boldness to take org /team to uncharted waters Integrity o Truthfulness and consistency of works/actions (related to honesty/ethics) o High moral capacity to judge dilemmas based on sound values and to act accordingly o Integrity and honesty are most important characteristics of effective leaders Leadership motivation o Motivated to lead others; strong need for socialized power (power as a means to accomplish org objectives and similar good deeds) vs. personal power (desire for power for personal gain or thrill from wielding power over others) o Necessary in situations where there is competition effective leaders thrive in face of competition Knowledge of the business o Possession of tacit and explicit knowledge of business enviro in which they operate Cognitive and practical intelligenceo Above-avg cognitive ability to process large amounts of info superior ability to analyze a variety of complex alternatives and opportunities o Able to use knowledge of business to solve real-world problems by adapting to, shaping, selecting appropriate enviros Emotional Intelligence o Able to perceive/express emotion, assimilate emotion in thought, understand/reason w/ emotion, regulate emotion in themselves and others Competency Perspective Limitations and Practical Implications o Assumes that all effective leaders have same characteristics that are equally important in all situations too complex to have universal list of traits, and some competencies are more important than others o Alternative combos of competencies may be equally successful o Views leadership as smt w/in a person, but some emphasize that leadership is relational o Some characteristics might only influence our perception that someone is a leader, not whether the individual really makes a difference o Competencies only indicate leadership potential, not leadership performance leaders only effective after theyve developed and mastered necessary leadership behaviours Behavioural Aspect of Leadership 2 clusters of leadership behaviours o Ppl-oriented behaviours mutual trust/respect for subordinates, genuine concern for needs, desire to look out for welfare Listen to employee suggestions, do personal favours for employees, support
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