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LEADERSHIP IN ORGANIZATIONAL SETTINGS
DEFINATION
ability to influence, motivate and enable others to contribute toward the effectiveness of the organizations
SHARED LEADERSHIP
The view that leadership is broadly distributed
collaborative culture
employee ability to influence through persuasion
formal leaders willing to delegate power
PERSPECTIVE
TRANSFORMATIONAL
Elements
1. Create a strategic vision - depiction of company's attractive future and leaders champion the vision
2. Communicate the vision - frame message around andcreate a shared mental model of the future
3. Model the vision - walk the talk, demonstrate the vision through behavior and builds employee trust in leader
Evaluating
1. Transformational leadership is important
- higher employee satisfaction, performance and creativity
2. Limitation
- leaders are defined by their success rather than behavior
- universal theory : need other type of theory and recognize difference across cultures
BEHAVIOR
People-oriented
1. mutual trust and respect
2. concern for employee needs
3.looks out for employee well- being
Task-oriented
1. assign specific tasks
2. ensure employees follow rules
3. set goals to achieve performance capacity
Limitations
the categories and subcategories of leader behavior may be distinct
assumes best leaders display
COMPETENCY
personal characteristics that lead to superior performance
refer to leadership potential, not performance
implies a universal approach
assumes leadership within the person
alternative combinations of competencies might works
Leadership Competencies
1. Personality
2. Self-concept
3. Drive
4. Integrity
5. Leadership Motivation
6. Knowledge of the Business
7. Cogitive/practical Intelligence
8. Emotional Intelligence
CONTINGENCY
Path-Goal Theory
4 styles of leadership
1. Directive - is a task oriented behaviors that will provide psychological structures to jobs
2. Supportive - is a people oriented behaviors that will provide psychological support
3. Participative - encouraging/facilitate employee imvolvement
4. Achievement oriented - encourage peak performance through goal setting and positive self fulfilling prophecy
the most scientific critique better than other theories
employees who perform better receive more value rewards from employers
Other Theories
- Situational Leadership Model (Hersey & Blanchard's Model)
a). suggests that effective leaders vary their style with the 'readiness' of followers
b). identifies 4 leadership styles such as telling, selling, participating and delegating
- Fiedler's Contengency Model
Leadership Substitutes
- limit the leader's influence or make a particular leadership style unneccessary
- it helps but don't completely substitute real ledership
IMPLICIT
the situation when leadership that involves followers' perceptions about the characteristics and influence of people they call leaders
Leadership Prototypes
- preconceived image of effective leader
- used to evaluate leader effectiveness
Romance of leadership effect
- amplify effect of leaders on organizational results
- fundamental attribution error
- need for situational control
ISSUES IN LEADERSHIP
Gender
1. Male and female leaders have similar tasks
2. Participative leadership style is used more often by female leaders
3. Evaluating female leaders
Cultural
1. Societal cultural values and practices affect leaders
2. Some leadership styles are universal, others differ acoss cultures
CHAPTER 10 : LEADERSHIP IN ORGANIZATIONAL SETTINGS