Company officer Ch. 2

  1. Leadership definitions-supervising, managing, leading,
    • Supervising-Directing overseeing or controlling activities and behaviors of employees
    • Managing-Controlling monitoring or directing a project program or situation
    • Leading- Controlling, directing conducting guiding through personality traits or characteristics that motivate employees
  2. Behavioral Leadership
    • 1. Basic leadership style-autocratic, democratic, laissez-faire
    • 2. Two dimensional leadership styles-job and employee centered
    • 3. Contingency leadership Theory-no single best style exists
    • 4. Contemporary leadership styles-popular in management studies
    • 5.Theories X,Y,Z
  3. Basic Leadership
    • Autocratic-leader tells subordinates what to do;little input from workers;good on emergencies but not daily ops
    • Democratic-includes employees in decision making;least amount of sup neccessary;works where knowledge and skill more important than rank
    • Laissez-Faire- workers make all decisions w/ no supervision;good for nominal tasks;never use at emergency
  4. Two dimensional
    Based on 4 quad chart comparing job structure to employed consideration;style plotted on graph;job centered or employee centered
  5. Contiginency
    • 1. Situation should be matched to the leadership style based on 3 things
    • 1. Relationship between leader and workers
    • 2. Structured or unstructured tasks
    • 3. Does leader have strong or weak power
  6. Contemporary
    • 1. Charismatic-strong personalities that inspireloyalty; create enthusiastic vision
    • 2. Transformational- works with change;challenge employees to reach full potential and create satisfaction and growth;rare
    • 3. Transactional- Rewards for performance
    • 4. Symbolic- Strong org. culture;leadership starts at the top and extends down;full faith in org;employees fail to question obvious mistakes
  7. Theory X,Y,Z
    • Theory X-close supervision; leaders concerned about natural lack of productivity and need to push workers
    • Theory Y- learn to seek responsibility;small % of workers intelligence ever harnessed
    • Theory Z-remain with company for life;work and social life close;togetherness,teamwork,resisitant to change, overcome with training
  8. Situational Leadership
    • 1. Leadership Continuum Theory
    • 2. Path Goal Theory
    • 3. Results based theory
  9. Leadership Continuum Theory
    • 1.Uses autocratic or democratic depending on situation
    • 2. Weaknesses are:
    • a. Leader needs to be a good judge of situations and people
    • b. Assumes leader has all info
    • c. disregards other external or internal factors
    • d. oversimplifies complexity by making it two dimensional
  10. Leadership Continuum Theory Actions
    • 1. Make decision w/ no input;Tell
    • 2. Make decision and then sell it; new policy; Sell
    • 3. Present ideas and welcome questions;clarifies decision;Consult
    • 4. Present tentative decision that could change; Consult
    • 5. Present problems, ask for suggestions, make decision based on input; Consult
    • 6. Defines limits on decision,ask members to make it; Share
    • 7. Sets limitations and allows members to make all decisions; Share
  11. Path Goal Theory
    • Looks at the subordinate and the environment to determine the best stlye;
    • 1. Directive-gives guidance
    • 2. Supportive-shows concern
    • 3. Participative- asks for suggestions
    • 4. Achievement oriented-est. high goals, expect high performance
  12. Results Based Theory
    • Leadership is personal attributes multiplied by results;Success based on:
    • A. Balance of demands of employees, org, customers, investors
    • B. connecting results to org strategy
    • C. conforming to long and short term goals
    • D. support in org instead of leaders gain
  13. Principle Centered Leadership
    • Value driven and proactively living one's own life; uses values to make decisions create policy etc...
    • Integrity,excellence, respect, harmony, loyalty, faith, honesty, courage
  14. 5 Leadership Levels
    • 1- Highly capable individual; makes productive contributions
    • 2-Contributing team member; contibutes individual capabilities
    • 3-Competent manager; organizes people and resources
    • 4-Effective leader
    • 5-Executive; builds greatness
  15. 4 Leadership Models
    • Models are proven though application unlike theories
    • 1. Basic leadership
    • 2. Situational Leadership-matching style to workers maturity(ability and willingness)
    • 3. Social Change
    • 4. Alpha Leadership
  16. Situational Leadership Model
    • R1-low ability/unwilling
    • R2-High ability/low willingness
    • R3-low ability/high willingness
    • R4-High ability/very willing
    • ***differs from Sup. today
    • Critical Values
    • 1- Individual-consciousness of self and others;congruence;commitment
    • 2- Group-common purpose; collaboration; controversy w/ civility
    • 3- Community-citizenship
  17. Social Change model
    • Goals:
    • 1. Promote in the individual self-knowledge and understanding of one's interests,talents and values
    • 2. Increase leadership competence to cause positive cultural change in institution, community and society
  18. Alpha Leadership Model
    • Involves workers in accomplishing a goal and is based on the relationship of 4 elements; leader, followers, system, goal
    • 1-Anticipating-trends or patterns that indicate problems
    • 2- Aligning-build relationships, success
    • 3- Acting-80/20, 80% effort on 20% of tasks; proactive and listens to feedback
  19. Leadership Concepts
    • 1. Sees oportunities-vision, view from all angles; understand tradition can provide direction
    • 2. Identifies challenges-monitor internal and external climates
    • 3. Communicates-basis for all effective sups. includes listening
    • 4. Plans for success-sign of organized and confident leader
    • 5. Builds trust
  20. Power Types
    • 1. Reward
    • 2. Coercive- perceptions of a leader's ability to punish; not necessary of leader respected and trusted
    • 3. Identification-desire to identify with and respect another;referent/personal power;who you know
    • 4- Expert-based on knowledge and expertise; information power; controls info
    • 5- Legitamate- from orgs. structure;shared values; acceptance of social structure sanction of legitimizing agent
  21. Command prescence
    • 1. Self confidence
    • 2. Trust-worthiness
    • 3. Consistency
    • 4. Responsibility
    • 5. Acceptance
    • 6. Expertise
Card Set
Company officer Ch. 2
Chapter 2 Leadership