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Chapter 11

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University of British Columbia
COMM 292

PART 4 SHARING THE ORGANIZATIONAL VISIONChapter 11 LeadershipManagersLeadership ability to influence a group toward achievement of goalsManagers promote stability implement visionstrategy coordinate and staff org daytoday problemsLeaders press for change provide vision and strategyMANAGEMENTLEADERSHIP1Engage in daytoday caretaker activities Formulate longterm objectives for reforming the Maintainallocate resourcessystem Plan strategy and tactics2Exhibit supervisory behaviour Act to make Exhibit leading behaviour Act to bring about others maintain standard job behaviourchange in others congruent w longterm objectives3Administer subsystems within orgsInnovate for entire org4Ask how and when to engage in standard Ask what and why to change standard practicepractice5Act within established culture of orgCreate vision and meaning for org6Use transactional influence Induce Use transformational influence Induce change in compliance in manifest behaviour using values attitudes behaviour using personal egs rewards sanctions and formal authorityand expertise7Rely on control strategies to get things done Use empowering strategies to make followers by subordinatesinternalize values8Status quo supporter and stabilizerStatus quo challenger and change creatorRabindra KanungoLEADERSHIP AS SUPERVISIONTrait theories leaders have a particular set of traits that make them different from nonleadersBehavioural theories particular behaviours make for better leadersContingency Theories situation has effect on leadersTrait Theories Are Leaders Different from Others selecting the right ppl for formal positionstrait theories of leadershiptheories that propose traitspersonality social physical intellectualdifferentiate leaders from nonleaders ambitionenergy selfconfidencejobrelevant knowledge desire to lead intelligence honestyintegrity high selfmonitoringtraits can predict leadershiptraits predict better emergence of leadersappearance of leadership rather than distinguishing btwn effectiveineffective leadersvarious leadership reviews subsume under Big Five factors CH2most important trait extraversionmost irrelevant agreeablenessemotional stabilityEmotional IntelligenceLeadershipEIbetter predictor of who will emerge as leaderbetter than IQ expertise5 components of EI selfawareness selfmanagement selfmotivation empathy social skillsIQtechnical skillsthreshold capabilities 1 PART 4 SHARING THE ORGANIZATIONAL VISIONthe higher the rank the more EI capabilities needed for effectivenessWhat Types of Traits are Preferred in Leadersuniversally liked attributes should be used by leaders working in any cultureuniversally disliked attributes should be avoided by leadersattributes categorized by wide disagreement should be used cautiously based on demands of specific culturesLeader Attribute Universally LikedLAs Universally DislikedLAs over which theres Most Disagreementnoncooperativetrustworthysubduedirritabledynamicintragroup conflict avoideregocentricmotive arousercunningruthlessdecisivesensitivedictatorialintelligentprovocateurlonerselfcentreddependableselfeffacingplans aheadwillfulexcellence orientedteam builderencouragingBehavioural Theories Do Leaders Behave in Particular Ways training ppl to be leadersbehavioural theories of leadershipthat specific behaviours differentiate leaders from nonleadersall consider 2 main dimensions to characterize managers attention to productionattention to ppl 2 DIMENSIONS OF LEADERSHIP BEHAVIOURThe Ohio Initiating extent to which leader is likely to define and behaviour that attempts to State Studiesstructurestructure his roleroles of employees in organize work work order to attain goalsrelationships goalsConsideratio leader is likely to have job relationships high considerationconcern ncharacterized by mutual trust respect for for employees comfort wellemployees ideas regard for their feelingsbeing status satisfcnThe Michigan Employee leader who emphasizespersonal interest in needs of subordinatesStudiesOrientedinterpersonal relations accept individual diffs of membersProduction leader who emphasizes main concern accomplish groups tasks Orientedtechnicaltask aspects of the jobmembers were a only a means to that endManagerial concern for consideration Ohio State5 emphasisLeadership pplemployee oriented MichiganImpoverished Management 11Gridconcern for initiating structure Ohio StateAuthorityObedience Management 91productionproductionoriented MichiganMiddleoftheRoad Management 55Country Club Management 19Team Management 99 2
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