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Leadership
Leadership is the ability to influence
employees to voluntarily pursue organizational
goals
Managers and leaders: Not always the same
Yes
Individuals are able to exhibit a broad array of contrasting
behaviors (behavioral complexity)
In the workplace, people are capable of exhibiting managerial
leadership, defined as the process of influencing others to
understand and agree about what needs to be done and the
process of facilitating individual and collective efforts to
accomplish shared objectives
Influencing leadership
Facilitating- management
John Kotter: suggests that one is not better than the other, that
in fact, they are complementary systems of action
2) Creating arrangements of
people to accomplish an agendaorganizing and staffing
plan is accomplished by
controlling and problem
solving
Managers monitor results
versus the plan in some
detail (reports, meetings
etc)
ways:
Develop a vision for the future, along
with strategies for realizing the
changes
Communicate the new direction to
people in the company who can
understand the vision and build
coalitions that will realize it
Leaders try to achieve their vision by
motivating and inspiring
5 sources of power
Authority: the right to perform or command, it comes with the job
Power is the extent to which a person is able to influence others so
they respond to orders
Personalised power- power directed at helping oneself
Socialised power- power directed at helping others
Within an organization, there are 5 sources of leaders may draw on:
Legitim
ate
Reward
Coercive
Expert
Referen
t
Personal appeals
Exchange tactics
Coalition tactics
Pressure tactics
Legitimating tactics
5 approaches to leadership
1)
2)
3)
4)
Dependable
Intelligent
Decisive
Effective bargainer
Win-win problem
solver
Admin skilled
Communicative
Informed
Coordinator
Team builder
Excellence oriented
Universally
negative leader
attributes
Loner
Asocial
Noncooperative
Irritable
Non explicit
Egocentric
Ruthless
Dictatorial
Leadership behavior
Task
structure
Position
power
When task
oriented
style is best
When
relationship
oriented
style is best
Employee
characteristi
cs
Environmen
tal factors
Leader
behaviors
5 employee characteristics:
1) locus of control
2) task ability
3) need for achievement
4) experience
5) and need for path-goal clarity
2 environmental factors:
1) task structure (independent vs interdependent
tasks)
2) Work group dynamics
4 leader behaviors:
1) Directive
2) Supportive
3) Participative
4) Achievement-oriented
3 important implications:
To be an effective leader
3) Identify situational
conditions
Transformational
4 key behaviors of
transformational leaders
1) Inspirational motivation
2) Idealised influence
3) Individualised
consideration
4) Intellectual stimulation
Implications of transformational
leadership for managers
- Positively associated with:
1) Measures of organizational effectiveness
2) Measures of leadership effectiveness and employee job
satisfaction
3) More employee identification with their leaders and their
immediate work groups
4) Commitment to organizational change
5) Higher levels of intrinsic motivation, group cohesion, work
engagement, setting of goals consistent with those of the leader,
and proactive behavior
3 important implications of transformational leadership for managers:
1) Can
improve
results for
both
individuals
and groups
2) Can be
used to
train
employees
at any level
3) It
requires
ethical
leaders
4 additional perspectives
1.
2.
3.
4.
Leader
member
exchange
(LMX)
leadership
: having
different
relationshi
ps with
different
subordinat
es
common fate.
Subordinates receive less of managers time and
attention
Servant
leadership
: meeting
the goals
of
followers
and the
organizati
on, not of
oneself
Eleadership
:
managing
for global
networks
Followers:
what do
they want,
how can
they help?
1)
2)
3)
Can involve one-to-one, one-to-many, withingroup, between-group, and collective einteractions via information technology
Having to deal with quite a number of
responsibilities
Developing business opportunities through
cooperative leaderships
Restructuring a company into global networks
Decentralising the companys organization
Energising the staff
E-leaders have a global mindset, recognize the
internet is opening new markets and recharging
existing ones
Dont bother fighting competitors, too bus creating
businesses that will surround and destroy them
Individual companies will be replaced by much
broader global networks, a single CEO cannot
manage
20th century management emphasized
competition, future organisations will run on
knowledge sharing and open exchange
Followers want leaders who: create feelings of:
Significance
Community
Excitement