Leadership Notes

Management Unit 6 Study Note leading Leading Basics attractership The process of inspiring others to work hard to accomplish important tasks * One of the four functions that constitute the management process * Planning sets direction and objectives * Organizing brings resources together and strain plans into action * Leading builds the commitments and enthusiasm needed to accomplish plans Controlling makes sure things turns out rightVision A term mapd to describe a clear sand of the future Visionary Leadership Brings to the situation a clear sense of the future and an understanding of how to get there * Visionary leaders inspire others to shrink the actions necessary to turn vision into reality Power The ability to convince someone else to do something you want, your way. Position Power Temporary forms of superpower such as reward power, coercive power, and legitimate power.Personal Power Permanent forms of power such as expert power and referent power Reward Power honour go od demeanor with compliments or assets Coercive Power Deterring bad behavior with punishments or negative feedback Legitimate Power Applying good behavior with the use of authority and rights of office Expert Power Supporting good behavior through example, advice, and experience Referent Power Inspiring good behavior through personal respect, integrity, and admiration Keys to Developing Position Power Centrality Establishing a broad network of contacts and getting involved with important information flows * Criticality victorious good c are of others * Visibility Becoming known as an influential person Empowerment The process through which managers enable and help others to gain power and achieve influence. Important Leadership Traits * Drive * Self-confidence * Creativity * Cognitive ability * Business knowledge * Motivation * Flexibility * Honesty and integrityEffective Leaders turn in information, responsibility, authority, and trust. They encourage others to take initiative, make decisions, utilise knowledge. problem Concerns * Plans and defines work to be done * Assigns task responsibilities * Sets clear work standards * Urges task completion * Monitors writ of execution results battalion Concerns * Acts warm and supportive toward followers * Develops social rapport with followers * Respects the feelings of followers * Is sensitive to followers needs * Shows trust in followersLeadership Styles Blake/ Mouton Leadership Grid * Team Management High task irritation high quite a little concern * Authority-Obedience Management High task concern low people concern * Country Club Management High people concern low task concern * Impoverished Management Low task concern low people concern. * Middle of the Road Management Non-committal for both task concern and people concern Hersey-Blanchard Leadership theory that calls for adjustments of styles for per situation.Delegating Low-task, low-relationship style that whole kit crush in high readiness-situatio ns Participating Low-task, high-relationship style that works best in low- to moderate-readiness situations Selling High-task, high-relationship style that works best in moderate- to high-readiness situations Telling High-task, low-relationship style that works best in low-readiness situations Fiedler Contingency Model Good leaders is based on leadership style (task or relationship otivated) and situational demands (member relations, task structure, position power) Task Oriented Leader Leader that focuses on task completion. Strong in high control situations but weak in low control situations consanguinity Oriented Leader Leader that focuses on employee relationships. They are strongest in middle control situations. House Path Goal Leadership * Directive Leadership When crinkle assignments are ambiguous. * Supportive Leadership When worker self-confidence is low. * Participative Leadership When performance incentives are poor. Achievement-Oriented Leadership When task challenge is insufficient Readiness How ready, willing, and able employees are in performing tasks. Substitutes for Leadership Factors in the work setting that direct work efforts without the involvement of a leader * Subordinate Ability, experience, independence * Task Characteristics Routine, handiness of feedback * Organizational Characteristics Clarity of plans and formalization of rules and procedures Charismatic Leaders Develop special leader-follower relationships and inspire others in extraordinary ways.Vroom-Jago Leader-Participation Model designed to help a leader choose the method of decision making that best fits the nature of the problem being faced. In this model, the best leader is someone able to choose and follow up the most appropriate decision methods. * Authoritative decision made by leader * Consultative decision made by leader with help of conference * Group decision made by group members through participation Works best when -leader lacks sufficient info -problem is unclear acceptance of others is necessary for murder -adequate time is available to allow for true participation Transformational Leadership Someone who is truly inspirational as a leader and who arouses others to seek extraordinary performance accomplishments. * Vision * Charisma * Symbolism * Empowerment * Intellectual stimulation * Integrity Transactional Leadership Someone who is methodical as a leader and keeps others focused on progressing toward goal accomplishment.Emotional Intelligence The ability to manage ourselves and our relationships effectively Male Leadership Men tend to use transactional leadership Female Leadership Women tend to use interactive leadership, a style that shares qualities with transformational leadership and behaviors. Ethical Leadership * Integrity The leaders honesty, credibility, and consistency in putting values into action. Crucial for transformational leadership and good old-fashioned leadership. * Moral Obligation Awaken peoples potential, instill high expectations and let others do their best.