Leadership & Management Ch2.txt

  1. Leadership: A balanced relationship of power between leader and group members.
    Factors for partnership:
    Exchange of purpose
    A right way to say no
    Joint accountability
    Absolute honesty

    •Leadership is a long-term relationship with group members; inspires confidence and support which can help achieve organizational goals

    •Concepts of substitutes, leader irrelevance, and complexity theory suggest leadership is not as important.

    •Leadership is a function of leader characteristics and traits, leader behavior and style, group member
    characteristics, and the internal and external environments
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  3. Transactional leadership: Not significantly related to performance

    Charismatic leadership: Slightly, positively related to performance

    (In an uncertain environment, charismatic leadership was more strongly related to performance)
  4. Attribution Theory:
    Changes in leadership are followed by changes in company performance.

    Cause is attributed to leadership.

    Most organizational successes are attributed to heroic leaders.
  5. 3 Major arguments against leadership:

    1. Substitutes exist for leadership

    2. Leaders can be irrelevant; people lead themselves and outside influences can overwhelm

    3. Organizational systems are far too complex to attribute success to leadership

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  6. Leader Irrelevance:

    Situational factors: Outside the leader’s control, have the largest impact on outcomes

    Unilateral control: High-level leaders have control over only a few resources, and the control over these resources is limited by obligations to stakeholders

    Uniformity and unwilling to take risks: Firms choose new leaders whose values and behaviors are similar to previous leaders
  7. Complexity Theory:

    Organizations are complex systems that cannot be explained by the usual rules of nature

    Leaders and managers can do little to alter the course of the complex organizational system

    A company’s fate is determined by factors outside the leader/manager’s control
  8. Leadership Roles:




    •Team player

    •Technical problem solver


    •Strategic planner

    •Coach and motivator

    •Team builder
  9. Why do leaders want to be leaders?

    •A feeling of power and prestige

    •A chance to help others grow and develop

    •High income

    •Respect and status

    •Good opportunities for advancement

    •A feeling of “being in on” things

    •An opportunity to control resources
  10. Leadership frustrations:

    •Too much uncompensated overtime

    •Too many “headaches”

    •Facing a perform-or-perish mentality

    •Not enough authority to carry out plans


    •Too many problems involving people

    •Too much organizational politics

    •The pursuit of conflicting goals

    •Being perceived as unethical, especially if you are a corporate executive
  11. Framework for understanding leadership:
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Card Set
Leadership & Management Ch2.txt
The nature and importance of leadership