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CMN2148 (50)
Chapter 7

CMN2148 Chapter 7: Leadership and management
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Department
Communication
Course
CMN2148
Professor
Mary Hawkins
Semester
Winter

Description
Chapter 7 Leadership and Management Communication Leaders: guide individuals and groups in establishing goals and sustaining action to support goals Managers: fulfill specific organizationally assigned roles designed to direct and evaluate work of others Leadership: communicate about needed change, translate intentions into reality, propose new strategies and help sustain action to support decisions Management: fulfills specifically defines roles designed to facilitate work to support organizational goals, given legitimate power Marshall and Stohl: communicative activities that significantly contribute to ones level of organizational knowledge Cultivating strong relationships with managers Engaging in various leadership activities over time Trait approach: great leaders were born with the ability for leadership, failed to define a stable set of characteristics associated with effective leadership Style approaches: identifies a range of general approaches leaders use to influence goal achievement, based on leaders assumptions about what motivates people to accomplish goals White and Lippitt: autocratictodemocratic continuum Autocratic leader: make decisions with little influence from others Democratic leaders: involve followers in decision making Laissezfaire leader: nonleader, expects individuals to make their own decisions Black and Mouton Managerial Grid: Impoverished management: low concern for interpersonal relationships and task accomplishment Middle of the road (organization man) management: balances task and people concerns, concerned with practical not excellent solutions, compromises Country club management: places emphasis on interpersonal relationships at expense of goal achievement Task (authorityobedience) management: autocratic leadership, concerned with goal achievement and exhibits little concern for personal relationships Team management: theoretical idea, exhibits high concern for both task and interpersonal relationships, emphasizes goal accomplishment while supporting people Situational contingency approach: how leaders interact with followers and the requirements of particular environments Fiedler: leader effectiveness could be evaluated only in relation to how style choices related to contingencies in particular situation, depends on task, relationship, power and situations Transformational Approach: inspirational leadership goes beyond transaction between leaders and followers and transformers situations through personal example Hackman and Johnson: engaging the total person in an attempt to satisfy higherlevel needs of selfesteems and selfactualization, transformational leaders are Creative Interactive
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