BU1104 Lecture Notes - Lecture 9: Status Quo, Charismatic Authority, Transformational Leadership
14 Jun 2018
School
Department
Course
Professor
Leadership
• The process of influencing others to achieve group of organisational goals
• Leaders are different from managers
Leaders vs Managers
Managers:
• Do things right
• Status quo
• Short term
• Means
• Builders
• Problem solve
Leaders:
• Do the right thing
• Change
• Long term
• Ends
• Architects
• Inspire and motivate
• Leadership traits and leadership behaviours
Leadership Traits
• Desire to lead
• Drive
• Knowledge of the business
• Cognitive ability
• Emotional stability
• Self-confidence
• Honestly and integrity
Leadership Behaviour
• Traits alone cannot explain leadership
• Two leader behaviour that underlie behaviour theories
o Initiating structure: the degree to which a leader structures the roles of followers by
setting goals, giving directions, setting deadlines and assigning tasks
o Consideration: the extent to which a leader is friendly, approachable and supportive
and shows concern for employees
Situational Leadership Theory
• Third major theory of leadership
• Three major situational leadership approaches
o Fiedlers contingency theory
o Path-goath theory
o Vroom and Yettons normative decision model
Putting leaders in the right situation Fiedlers contingency theory
Group performance = situational favourableness / leadership style
Situational favourableness
find more resources at oneclass.com
find more resources at oneclass.com
Document Summary
The process of influencing others to achieve group of organisational goals. Initiating structure: the degree to which a leader structures the roles of followers by setting goals, giving directions, setting deadlines and assigning tasks. Consideration: the extent to which a leader is friendly, approachable and supportive and shows concern for employees. Putting leaders in the right situation fiedlers contingency theory. Group performance = situational favourableness / leadership style. The degree to which a particular situation either permits or denies a leader the chance to influence the behaviour of group members. A leadership theory that states that leaders can increase subordinate satisfaction and performance by clarifying a clearing the paths to gaols and by increasing the number and kinds of rewards available for goal attainment. Clear paths to goals: solve problems and remove roadblocks. Increase the number and kinds of rewards available for goal attainment. Do things that satisfy followers today or lead to future rewards or satisfaction.
