ch 1: what is leadership?

The interactive leadership style most likely developed from

women socialization experiences and career paths.

The situation may be the most ambitious aspect of the leadership framework because

you are just a participant.

Myth: Good Leadership is all Common Sense

-one challenge of understanding leadership may be to know when common sense applies, and when it does not. -effective leaders must be something more than just common sense.

Effective leaders differ from their followers and from ineffective leaders on elements such as:

-personality traits, cognitive abilities, skills, values.

leadership is associated with words like:

-risk taking, dynamic, creativity, change, and vision

leadership is both a science and an art

-some managers may be effective leaders without ever having taken a course of training program in leadership, and some scholars in the field may be relatively poor leaders. -skills in analyzing and responding to situations vary greatly across leaders.

The internal framework for analyzing leadership- Fiedler's

transnational approach to leadership- an interaction framework for analyzing leadership

Myth: Leaders are born, not made

-many cognitive abilities and personality traits are at least partly innate (natural) -different environments may nurture or suppress different leadership qualities.

Aspects of followers that affect the leadership process:

-expectations -personality traits -maturity levels -levels of competence -motivation, intrinsic vs extrinsic.

Myth: The Only School You Learn Leadership from Is the School of Hard Knocks

-formal study and experience complement each other -students learn from their own experiences -by analyzing your experiences from multiple perspectives, which is probably the greatest single contribution a form course in leadership can give you

The leadership relationship has undergone dynamic change for many reasons:

-increased pressure to function with reduced resources -trend towards greater power sharing and decentralized authority -increase in complex problems and rapid changes.

leadership is both rational and emotional

-it involves both sides of human experience -it includes actions and influences based on reason and logic as well as those based on inspiration and passion. -since ppl are both rational and emotional, leaders can use rational techniques and emotional appeals to influence followers, and weight in consequences of their actions -aroused feelings can be either positively or negatively, constructively or destructively.

The internal framework depicts leadership as a function of three elements:

-leader=personality, position, expertise -follower=values, norms, cohesiveness -situation=task, stress, environment -we understand the process by also examine the interactions among the three elements, (overlapping areas in the figure)

How leadership status is reached is important

-leaders appointed by superiors may have less credibility and may get less loyalty -leaders elected or emerging by consensus from ranks of followers are seen as more effective.

leadership researchers have defined leadership in many ways such as:

-the process by which an agent induces a subordinate to behave in a desired manner -directing and coordinating the work of group members -an interpersonal relation in which others comply bc they want to, not because they have to. -the process of influencing an organized group toward accomplishing its goals. -actions that focus resources to create desirable opportunities -creating conditions for a team to be effective -the ability to get results and the ability to build teams; these represent the what end and how of relationship -a complex form of social problem solving.

differences that were found in men and women

-they have different networking patters -compared to men, women trust in each other tends to decrease when work situations come more professionally risky. -women commitment is more guarded

Individual aspect of the leadership equation:

-unique personal history -interest -character trait (core competencies) -motivation

Four general factors explain the shift toward more women in leadership roles:

-women themselves have change- more awareness -leadership roles have changed -organizational practices have changed -culture has changed-more networking

Glass Cliff

a recently identified challenge for women, indicates that female candidates for an executive position are more likely to be hired than equally qualified male candidates when an organization's performance is declining.

managers do:

administer, maintain, control, have short-term view, ask how and when, imitate, accept their status quo

The leader- this element examines primarily what the leader brings as

an individual to the leadership equation

Women tend to use interactive leadership

based on enhancing other self-worth and believing that the best performance occurs when people have job satisfaction and feel good about themselves.

The merge presence of a group (even without weighted emotional levels)

can also cause people to act differently than when they are alone.

Both practitioners and scholars stress the relatedness of leadership and

followership.

Leadership often makes sense only in the content of how the leader and followers interact in a

given situation.

leaders do:

innovate, develop, inspire, long-term view, ask what and why, originate, challenge it.

leadership

is a complex phenomenon involving the leader, the followers, and the situation.

Researcher shows that there is no systematically significant differences between the

leadership style of men and women. - both generate good results

Leaders are thought to do the right thing while

managers are thought to do the things right.

leadership and management are two

overlapping functions

Leadership happens in content with lived experiences aka

the situation, only way you will figure out how to be a leader you need to interact with others.