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LEADERSHIP: STYLES AND BEHAVIORS - Coggle Diagram
LEADERSHIP:
STYLES AND BEHAVIORS
DEFINITION
Leadership:
The use of power and influence to direct the activities of followers toward goal achievement.
Different between Leadership and Management
Leadership
The ability to influence a group toward the achievement of goals.
Focused on the big picture and the long-term vision.
Focus on effectiveness (Doing the right things).
Emphasis on inspiring people.
Management
Use of authority inherent in designated formal rank to obtain compliance from organizational members.
Focused on the details and the short-term goals.
Focus on efficency (Doing the things right)
Emphasis on managing work.
Effective leader
Most studies have concluded that traits are more
predictive
of
leader emergence
(who becomes a leader in the first place) than they are of
leader effectiveness
(how well people actually do in a leadership role).
Traits/characteristics related to leader emergence and effectiveness.
Leader emergence has been linked to all traits are except for neuroticism.
Of that set, the last six traits also predict leader effectiveness.
Leader decision-making styles
Delegative styles
The leader gives the responsibility for making the decision within some set of
specified boundary conditions.
The leader
plays no role
in the deliberations unless asked
Facilitative styles
The leader presents the problem making sure that his or her own opinion
receives no more weight than anyone else’s.
The leader is
more facilitator
than decision maker.
Consultative styles
The leader
presents the problem asking for their opinions and suggestions
before ultimately making the decision him- or herself.
Employees do
“have a say”
in the process, but the ultimate authority still rests with the leader.
Autocratic styles
The leader
makes the decision alone.
The employees may provide information that the leader needs but are
not asked to generate or evaluate potential solutions.
When are the styles most effective?
There is no universally effective decision-making style.
Leaders must consider factors such as the quality of the decision and the acceptance and commitment of employees.
Day-to-day leadership behaviors
Initiating Structure
Initiation
Organization
Production
Consideration
Membership
Integration
Communication
Recognition
Representation
Structure & Consideration:
A meta-analysis of 103 studies showed that initiating structure and consideration both had beneficial relationships with a number of outcomes.
The life cycle theory of leadership
The situational model of leadership proposes that the best mix of initiating structure and consideration depends on the readiness of employees in a work unit.
Readiness refers to how capable and willing employees are to accomplish their specific tasks.
Transformational leadership
Involves
inspiring
followers to
commit to a shared vision
that provides meaning to their work while also serving as
a role model
who helps followers
develop their own potential and view problems from new perspectives.
Transactional leadershi
p emphasizes
“carrot-and-stick” approaches
to
motivating employees
, whereas
transformational leadership
fundamentally
changes the way employees view their work.
The "Four I's"
Idealized influence
Inspirational motivation
Intellectual stimulation
Individualized consideration
Leader substitutes and neutralizers
Substitutes
Task feedback
Training & experience
Professionalism
Staff support
Group cohesion
Intrinsic satisfaction
Neutralizers
Task stability
Formalization
Inflexibility
Spatial distance
Leadership training
“Leadership Training” is a crucial method that organizations employ to
maximize the effectiveness of their leaders.
Training programs typically
concentrate on specific issues
such as performance evaluation, mentoring, creative problem-solving, and cultural awareness.
Managers
who participate in training are often rated as
more transformational
afterward.
The employees of the trained managers typically report
higher levels of organizational commitment.