Textbook Notes (359,188)
Canada (156,094)
Management (64)
MGT 3640 (2)
Chapter 8&18

Chapter 8 & 18 Culture and Leadership Developing Intercultu..
Chapter 8 & 18 Culture and Leadership Developing Intercultural Communicative Competence

5 Pages
Unlock Document

University of Lethbridge
MGT 3640
Luis Escobar

Chapter 8 & 18: Culture and Leadership / Developing Intercultural Communicative Competence March-07-13 1:45 PM Different Conceptions of Leadership  American and European theories o Most assume that leadership has to do with an individual intentionally exerting influence on others to structure the relationships in an organization o Definitions differ as to do with how the influence is exerted and the outcome of the attempt to influence o The manager is often seen as the embodiment of stability within an organization, the leader as one who ensures the success of the organization. Management vs. Leadership  Leadership is about creating a vision, what direction, motivating and inspiring.  Management is about controlling and organizing. The Leader and Corporate Culture  Mechanisms used by a leader to implant and maintain corporate culture (Schein) o What the leader considers important and pays attention to what must be measured and controlled o The way a leader reacts to difficult situations/crises o The priorities set when allocating resources o Examples set by a leader o Criteria used to allocate rewards and status as well as to reinforce desired behaviors o Criteria used for recruitment, selection, promotion, and dismissal  Routines/habits established by a leader may be difficult to break if there is a need for change in response to a dynamic environment  Managers may not recognize the need for change and blame the environment for the change in fortunes  The leader must re-assert his position, instigate changes to revitalize the company, or hand over the reins to a successor Scientific Theories Involving Leadership  Scientific leadership o Standard methods for doing a job, the worker is not required to think, only the leader o The result: Bureaucratic organization  Carefully designed hierarchy of authority, with clearly defined responsibilities  Specialized functions, information, and control is centralized  Uniform application of standard rules and regulations  Trait approach o Some people have traits and skills for leadership  High intelligence  Considerable verbal fluency  Overall knowledge  Considerable initiative involving energy, ambition, and persistence  Height: tallness implies authority o Leaders have specific traits that followers appreciate and recognize  The human factor o Psychological and human factors identified relating to social norms and non-economical rewards o Attempts made to marry the scientific and human approaches by focusin on the role of the decision-makers o To operate successfully, leaders need to find a compromise between rational, goal-oriented behavior and non-rational behaviour among an organization's employees.  Theories X and Y o A leader needs  To remain task-oriented to ensure effective performance of the organization  Be relationship-oriented leader to ensure greater satisfaction among subordinates o Theory X  Results-driven, has little interest in human issues or the worker's morale  Workers do not enjoy work, they do it because they have to.  They could be opportunistic, which could be advantageous. o Theory Y  Wants employees to participate in decision making and problem solving  Uses their creativity to solve problems and further the success of the organization  Contingency Theory o Leadership effectiveness if the result of interaction between the style of the leader and the characteristics of the working environment. Characterized by 3 factors:  Leader-member relationship: degree of confidence, trust, respect  Task structure: extent to which goals, procedure, and guidelines need to be spelled out to the workers  Position power: extent to which the leader or the group holds the power  Z Theory (Ouchi) o Focuses on the attitudes and responsibilities of subordinates o Reflects basic concept found in Japan that all employees share a collective responsibility for their company's fate o Individuals are encouraged to develop their potential within the company: are expected to function (with training) in different positions o The theory has had an enormous impact on views of management in the US o Human-driven approach that drive consensus  The New Leadership o Transformational leader  Creates, communicates, and embodies a vision which can influence changes in the attitudes and assumptions of subordinates  Inspires, ch
More Less

Related notes for MGT 3640

Log In


Don't have an account?

Join OneClass

Access over 10 million pages of study
documents for 1.3 million courses.

Sign up

Join to view


By registering, I agree to the Terms and Privacy Policies
Already have an account?
Just a few more details

So we can recommend you notes for your school.

Reset Password

Please enter below the email address you registered with and we will send you a link to reset your password.

Add your courses

Get notes from the top students in your class.