Company officer Ch. 2

• 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

• 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

• 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

Based on 4 quad chart comparing job structure to employed consideration;style plotted on graph;job centered or employee centered

• 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

• 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

• 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

• 1. Leadership Continuum Theory
• 2. Path Goal Theory
• 3. Results based 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

• 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

• 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

• 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

• 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

• 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

• 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

• 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

• 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

• 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

• 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

• 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

• 1. Self confidence
• 2. Trust-worthiness
• 3. Consistency
• 4. Responsibility
• 5. Acceptance
• 6. Expertise