Chapter 9 Summarized

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Department
Management and Organizational Studies
Course
Management and Organizational Studies 2181A/B
Professor
Hayden Woodley
Semester
Winter

Description
Chapter 9 –Leadership What is Leadership? 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 Are Leaders Born? The Trait Theory of Leadership Trait Theory of Leadership: Leadership depends on the personal qualities or traits of the leader Research on Leadership Traits Traits: Individual characteristics such as physical attributes, intellectual ability and personality Limitations of the Trait Approach The Behaviour of Leaders Consideration and Initiating Structure Consideration: The extent to which a leader is approachable and shows personal concern and shows  personal concern and respect for employees Initiating Structure: The degree to which a leader concentrates on group goal attainment The Consequences of Consideration and Structure Leader Reward and Punishment Behaviours Leadership Reward Behaviour: The leader’s use of compliments, tangible benefits, and deserved special  treatment Leader Punishment Behaviour: The leader’s use of reprimands or unfavourable task assignments and the  active withholding of rewards Situational Theories of Leadership  Fielder’s Contingency Theory and Cognitive Resource Theory  Contingency Theory: Fred Fiedler’s theory that states that the association between leadership orientation  and group effectiveness is contingent on how favourable the situation is for exerting influence Least Preferred Co­Worker: A current or past co­worker with whom a leader has had a difficult time  accomplishment a task Cognitive Resource Theory: A leadership theory that focuses on the conditions in which a leader’s  cognitive resources (intelligence, expertise, and experience) contribute to effective leadership   Research Evidence House’s Path­Goal Theory Path­Goal Theory: Robert House’s theory concerned with the situations under which various leader  behaviours (directive, supportive, participative, achievement oriented) are most effective The Theory Leader Behaviour  - Directive Behaviour - Supportive Behaviour - Participative Behaviour - Achievement­Oriented Behaviour Situational Factors  Research Evidence Participative Leadership: Involving Employees in Decisions What is Participation? Participation: Involving employees in making work­related decisions Potential Advantages of Participative Leadership Motivation Quality Acceptance Potential Problems of Participative Leadership Time and Energy Loss of Power Lack of Receptivity or Knowledge Vroom and Jago’s Situational Model of Participation Research Evidence Leader­Member Exchange (LMX) Theory: A theory of leadership that focuses on the quality of the  relationship that develops between a leader and an employee Social Exchange Theory: Individuals who are treated favourably by others feel obliged to reciproca
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