Leadership Notes

Management Unit 6 have Note leadinghip Leading Basics lead The process of shake up others to choke hard to accomplish important tasks * One of the four functions that show the management process * Planning sets direction and objectives * Organizing brings resources together and turn plans into attain * Leading builds the commitments and enthusiasm needed to accomplish plans Controlling makes sure things turns forth rightVision A term expenditured to describe a clear scent out of the future Visionary drawship Brings to the situation a clear smell out of the future and an understanding of how to get there * Visionary leaders recommend others to take the actions necessary to turn vision into reality Power The magnatefulness to convince someone else to do something you want, your way. Position Power Temporary forms of precedent such as reward part, coercive power, and legitimate power.Personal Power aeonian forms of power such as expert power and referent power Reward Power Rewarding favorable behavior with compliments or assets Coercive Power Deterring bad behavior with punishments or negative feedback coherent Power Applying estimable behavior with the use of authority and rights of shargon Expert Power Supporting good behavior through example, advice, and perplex Referent Power Inspiring good behavior through personal respect, integrity, and admiration Keys to Developing Position Power Centrality Establishing a broad cyberspace of contacts and getting involved with important information f economic crisiss * Criticality Taking good care of others * Visibility Becoming known as an influential person say-so The process through which managers enable and cooperate others to gain power and achieve influence. Important Leadership Traits * Drive * Self-confidence * Creativity * cognitive index * Business knowledge * Motivation * Flexibility * Honesty and integrityEffective Leaders Provide information, responsibility, authority, and corporat e trust. They encourage others to take initiative, make decisions, utilise knowledge. Task Concerns * Plans and defines work to be done * Assigns task responsibilities * Sets clear work standards * Urges task expiration * Monitors performance results People Concerns * Acts warm and supportive toward followers * Develops social ringing with followers * Respects the feelings of followers * Is sensitive to followers needs * Shows trust in followersLeadership Styles Blake/ Mouton Leadership Grid * Team Management spicy task fill high bulk concern * Authority-Obedience Management elevated task concern low flock concern * Country golf club Management High people concern low task concern * Impoverished Management Low task concern low people concern. * Middle of the Road Management Non-committal for both task concern and people concern Hersey-Blanchard Leadership theory that calls for adjustments of styles for per situation.Delegating Low-task, low-relationship style that kit and c aboodle best in high readiness-situations Participating Low-task, high-relationship style that works best in low- to moderate-readiness situations change High-task, high-relationship style that works best in moderate- to high-readiness situations Telling High-task, low-relationship style that works best in low-readiness situations Fiedler Contingency Model Good leadership is found on leadership style (task or relationship otivated) and situational demands (member relations, task structure, military strength power) Task Oriented Leader Leader that focuses on task completion. ironlike in high control situations but weak in low control situations Relationship Oriented Leader Leader that focuses on employee relationships. They are strongest in middle control situations. House Path Goal Leadership * Directive Leadership When job assignments are ambiguous. * Supportive Leadership When actor self-confidence is low. * Participative Leadership When performance incentives are poor. Achi evement-Oriented Leadership When task dispute is insufficient Readiness How ready, willing, and able employees are in performing tasks. Substitutes for Leadership Factors in the work setting that direct work efforts without the involvement of a leader * Subordinate Ability, experience, independence * Task Characteristics Routine, availability of feedback * Organizational Characteristics clearness of plans and formalization of rules and procedures Charismatic Leaders Develop special leader-follower relationships and inspire others in extraordinary ways.Vroom-Jago Leader-Participation Model designed to help a leader take away the method of decision making that best fits the nature of the problem world faced. In this model, the best leader is someone able to choose and enforce the most appropriate decision methods. * Authoritative decision made by leader * Consultative decision made by leader with help of group * Group decision made by group members through involution Works be st when -leader lacks sufficient info -problem is unclear toleration of others is necessary for implementation -adequate time is available to allow for true participation Transformational Leadership Someone who is truly inspirational as a leader and who arouses others to seek extraordinary performance accomplishments. * Vision * Charisma * Symbolism * Empowerment * Intellectual stimulation * Integrity Transactional Leadership Someone who is methodical as a leader and keeps others focused on progressing toward goal accomplishment.Emotional Intelligence The ability to manage ourselves and our relationships effectively Male Leadership Men tend to use transactional leadership Female Leadership Women tend to use interactive leadership, a style that shares qualities with transformational leadership and behaviors. Ethical Leadership * Integrity The leaders honesty, credibility, and consistency in putting values into action. Crucial for transformational leadership and good old-fashioned le adership. * Moral Obligation Awaken peoples potential, imprint high expectations and let others do their best.