MNGT 370 Ch 15: Leadership
Level 5 Leadership: Executive
Builds enduring greatness through a paradoxical blend of personal humility and professional will.
Level 4 Leadership: Effective Leader
Catalyzes commitment to and vigorous pursuit of a clear and compelling vision, stimulating higher performance standards.
Level 2 Leadership: Contributing Team Manager
Contributes individual capabilities to the achievement of group objectives and works effectively with others in a group setting.
Telling Style
Highly directive style and involves giving explicit directions about how tasks should be accomplished.
Level 1 Leadership: Highly Capable Individual
Makes productive contributions through talent, knowledge, skills, and good work habits.
Level 3 Leadership: Competent Manager
Organizes people and resources toward the effective and efficient pursuit of of predetermined objectives.
Key characteristics of Authentic Leadership
Pursue their purpose with passion, practice solid values, lead with their hearts as well as their heads, establish connected relationships, and demonstrate self-discipline.
Willingness
a combination of confidence, commitment, and motivation.
vision
an attractive ideal future that is credible, yet not readily attainable.
Referent power
an individual's personal characteristics that command others' identification, respect, and admiration, so they wish to emulate that individual.
Situational Model of Leadership
behavioral theories summarized in the leadership grid. It focuses a great deal of attention on the characteristics of followers in determining appropriate leadership behavior.
humility
being unpretentious and modest, rather than arrogant and prideful.
Traits
distinguishing personal characteristics of a leader
Contingency Approaches
explores how organizational situation influences leader effectiveness (p 432)
authentic leadership
individuals who know and understand themselves, who espouse and act consistent with higher order ethical values, and who empower and inspire others with their openness and authenticity.
Leadership often
inspires engagement and organizational change to meet new conditions
Charismatic leaders tend to be
less predictable because they create an atmosphere of change, and they may be obsessed by visionary ideas that excite, stimulate, and drive other people to work hard.
Strengths
natural talents and abilities that have been supported and reinforced with learned knowledge and skills and provide each individual with his or her best tools for accomplishment and satisfaction.
Legitimate power
power coming from a formal management position in an organization and the authority granted to it
Delegating style
provides little direction and little support because the leader turns over responsibility for decisions and their implementation to subordinates.
Expert power
results from a person's special knowledge or skill regarding the tasks being performed
Personal effort
showing initiative, working beyond what is expected of them, taking on undesirable, but important projects, and showing interest in learning about the organization and the industry.
Visionary leaders
speak to the hearts of employees, letting them be apart of something bigger than themselves.
Management promotes
stability and efficient organizing to meet current commitments
The impact of Charismatic Leaders is normally from
stating a lofty vision of an imagined future that employees identify with, displaying an ability to understand and empathize with followers, and empowering and trusting subordinates to accomplish results.
Reward power
stems from the authority to bestow rewards on other people.
leadership
the ability to influence people toward the attainment of goals
Charismatic Leader
the ability to inspire and motivate people to do more than they would normally do, despite obstacles and personal sacrifice. (p 437)
Ability
the amount of knowledge, experience, and demonstrated skill a subordinate brings to a task.
Coercive power
the authority to punish and recommend punishment.
Initiating Structure
the degree of task behavior. The extent to which the leader is task-oriented and directs subordinate work activities towards goal attainment.
influence
the effect a person's actions have on attitudes, values, beliefs, or behavior of others.
Consideration
the extent to which the leader is mindful of subordinates, respects their ideas and feelings, and establishes mutual trust.
Selling style
the leader explains decisions and give subordinates the chance to ask questions and gain clarity and understanding about how the task works
Interactive leadership
the leader favors a consensual and collaborative process, and influence derives from relationships rather than position power and formal authority.
Participating style
the leader shares ideas with the subordinates, gives them a chance to participate, and facilitates decision making.
Power
the potential ability to influence the behavior of others (p 442)
Fiedler's Contingency Theory
the suitability of a leader's style is determined by whether the situation is considered favored or unfavorable to the leader.
servant leader
transcends self-interest to serve others and the organization.