MGMT Ch 11

Influences

1. use rational persuasion- 2. help people like you 3. reply on the rule of reciprocity 4. ask what you want 6. make use of higher authority

Contingency Approaches to Leadership--- Neutralizers

makes the leadership style unnecessary or redundant **example- highly professional subordinates who know style and prevents the leader from displaying certain behaviors.

Define leadership

the ability to influence people toward the attainment of goals.

Contingency Approaches to Leadership-- Charismatic Leadership

the ability to inspire and motivate people to do more than they would normally do, despite obstacles and personal sacrifice

Behavioral Theory

1. Continuum Approach 2. Grid Approach

Contemporary Leadership--- Collin's Five Level of Leadership

1. Capable-- individuals contributes talents, skills, knowledge. 2. Contributing-- members contributes individually, works well in group. 3. Competent-- manager manages team members as assets to reach set objectives. 4. Effective-- leaders stimulates high standards; champions dedication to vision 5. Executive-- build excellence through dedication and humility

Contemporary Leadership

1. Collin's Five level of Leadership 2. Servant Leadership 3. Authentic Leadership 4. Gender difference

Contingency Approaches to Leadership

1. Hersey and Blanchard's Life Cycle Theory 2. Fiedler;s Contingency Theory 3. Substitutes and Neutralizers 4. Charismatic and Transformational Leadership

Contemporary Leadership---- Levels of Authentic Leaders

1. Pursue their purpose with passions-- high level of passion and commitment to a purpose-- inspire followers 2. Practice solid values-- values that are shapes by their personal beliefs, inspires trust 3. Lead with their heart as well as their head-- maintain compassion for others as well as the courage to make a difficult decision. 4. Establish connected relationship-- build positive and enduring relationships, which makes followers want to do their best. In addition, they surround themselves with good people and work to help other grow and develop. 5. Demonstrate self-discipline---- high degree of self control and discipline keeps leaders from taking excessive or unethical risks that could harm others and the organization.

Contingency Approaches to Leadership--- transformational vs. transactional

1. Transformational-- are distinguished by their special ability to bring out innovation and change by recognizing follower's needs and concern, providing meaning, challenging people to look at old problems in new ways and acting as a role model for the new values and behaviors. 2. Transactional leaders-- clarify the role and task requirements of subordinates , initiate structure, provide appropriate rewards, and try to be considerate and meet the social needs of subordinates.

Contingency Approaches to Leadership--- Hersey and Blanchard's Life Cycle Theory

Contingency variables-- task & people--- Recommends--- high in task and low on people.`

Trait Theory

Effective leaders typically posses varied traits, and no single leader can have a complete set of characteristics that is appropriate for handling any problem, challenges, or opportunity that comes along.

Leaders vs. Managers-- How are they different?

Leaders-- inspires engagement and organization change to meet new conditions Managers--- promotes stability and efficient organizing to meet current commitment.

Power and Influence

POWER: 1. Legitimate power- power coming from formal management in an organization and the authority granted 2. Reward power- 3. Coercive power-- authority to punish or recommend punishment 4. expert power- special knowledge or skills regarding tasks 5. Referent Power- commands other's identification, respect, and admiration so they wish to emulate that individual. 6. relationship-

Contemporary Leadership--- Authentic Leadership

Refers to individuals who know and understand themselves, who espouse and act consistent with higher-order ethical values, and empower and inspire others with their openness and authenticity.

Contemporary Leadership--- Gender Difference

Research indicates that women's style of leadership is typically difference from that of most men and is particularly suited for today's organizations. Female leaders scored significantly higher than men on abilities such as motivating others, fostering communications, and listening.

Contemporary Leadership--- Servant Leadership

Transcends self-interest to serve others, the organization, and society. (1) for the fulfillment of their subordinates goals and needs (2) realization of the larger purpose or mission of their organization

Contingency Approaches to Leadership-- Fiedler's Contingency Theory

Variables-- Leaders- member relations, task structures, position power ** Task oriented-- high performance in favorable situations--- low performance in moderate situations-- and high performance in unfavorable situations. ** Relationship oriented-- Low performance in favorable situations-- high performance in moderate situations-- and low performance in unfavorable situations.

Contingency Approaches to Leadership-- Substitutes

contract the leadership is physical removed from subordinates, the leader's ability to give directions to subordinate is greatly reduced.

Behavioral Theory----Grid Approach

two dimensional leadership model that measures the leader's concern for people and concern for production to categorize the leader in one of t five different leadership styles.---