SMO310 Chapter Notes - Chapter 10: Servant Leadership, Transformational Leadership, Laissez-Faire

• School: University of Alberta
• Department: Strategic Management and Organization
• Course: SMO310
• Professor: Richard Field

Document Summary

Informal leaders: no formal position of authority but can demonstrate leadership through personal forms of power. Leaders do not use force to influence people. Five traits that show strong relationship with leadership: Intelligence: high mental abilities are more likely to be leaders: high emotional intelligence is also more likely. Self esteem: high self esteem leaders support subordinates more. Task oriented: involve structuring the roles of subordinates, providing them with instructions, and behaving in ways that will increase performance of the group. People oriented: show concern for employees feelings and respect. Laissez faire: employees alone make the decision: high level of ambiguity about job expectations and employees conflict more. Fiedlers contingency theory: leaders style is measured by a scale called least preferred. Situational favorableness: leader-subordinate relations, position power, task structure. Low lpc leader would be good in favorable and unfavorable positions. High lpc would be good in medium favorableness.