Chapter 9

6 Pages
Unlock Document

University of Toronto Scarborough
Management (MGH)
Joanna Heathcote

CHAPTER 9- LEADERSHIP WHAT IS LEADERSHIP? The influence that particular individuals exert on the goal achievement of others in an organizational context STRATEGIC LEADERSHIP Leadership that involves the ability to anticipate , envision, maintain flexibility, think strategically and work with others to initiate changes that will create a viable future for the organization Note that there are informal leaders and formal leaders that have influence partially due to their position RESEARCH ON LEADERSHIP TRAITS Traits Individual characteristics such as physical attributes, intellectual, ability, and personality Research shows that there are some traits associates with leadership LIMITATIONS OF THE TRAIT APPROACH Difficult to determine whether traits make the leader or leaders produce these traits Must take into account the situation that in which leadership occurs THE BEHAVIOUR OF LEADERS CONSIDERATION AND INITIATIN STRUCTURE o Consideration The extent to which a leader is approachable and shows personal concern and respect for employees job satisfaction o Initiating Structure The degree to which a leader concentrates on group goal attainment job performance o Check back for the class notes on this LEADER REWARDS AND PUNISHMENT BEHAVIOURS Reward Behaviour The leaders use of compliments, tangible benefits, and deserved special treatment o When rewards are made contingent on performance then employees should perform at a higher level o Positively related to employees perceptions, attitudes and behaviour Punishment Behaviour The leaders use of reprimands or unfavourable task assignments and the active withholding of rewards o As long as its contingent on undesirable behaviour then it will be effective SITUATIONAL THEORIES OF LEADERSHIP FIEDLERS CONTINGENCY THEORY AND COGNITIVE RESOURCE THEORY Contingency theory: states that the association between leadership orientation and group effectiveness is contingent on how favourable the situation is for exerting influence Leadership orientation is measured by having leaders describe their LPC
More Less

Related notes for MGHD27H3

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.