LEARDERSHIP

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LEARDERSHIP

LEADERSHIP

1. Leadership involves people 2. Leadership involves an unequal distribution of power between leaders and group members. 3. Leadership involves the ability to use the different forms of power to influence follower's behavior 4. Leadership is about: moral value, obligations and responsibilities towards employees.

LEADERS

Not all leaders necessarily have capabilities in other managerial functions.

Leaders may either be appointed or emerge from within group.

IMPORTANCE OF LEADERSHIP

4. Motivate employees to generate good work

3. Encourage teamwork

2. Enhance and elicit cooperation

1. Make contribution to organizations

MANAGERS

All managers should ideally be leaders

i. They have legitimate power that allows them to reward and punish. ii. Their ability to influence is based on the formal authority inherent in their positions.

Managers are appointed

LEADING

Directing & coordinating people is the leading component of management

- Resolving conflicts

- Directing the activities

- Motivating employees

Leading is a management function

INFORMAL LEADER

- No formal organizational authority to lead

- Not elected or appointed

- Not based upon formal authority

-Arise from group

FORMAL LEADERS

- Appointed, elected or volunteer

SUMMARY

- Contingency Theories try to fit leadership style according to the situation

- Behavioral Theories look at the behavior of effective leaders and try to find one leadership style that worls for all situation

- Traits Theories look for distinctive characteristic of effective leaders

THEORIES OF LEADERSHIP

3. CONTINGENCY THEORIES

iii. Position Power (strong/weak)

ii. Task structur (repetitive/nonrepetitive)

i. Leader - member relations (good/poor)

(9,9) Team leaders show a high concern for both production and people. They strive for maximum performance and maximum employee satisfaction.

(5,5) Middle of the road leaders balance their concerns for production and people. They strive for performance and morale levels that are minimally satisfactory.

(1,9) Country club leaders show a low concern for productin and a high concern for people. They strive to maintain a friendly atmosphere without much regard for production

(9,1) Authority-compliance leaders show a high concern for production and low concern for people, They focus on getting the job done by treating people like mechines

(1,1) Improverish leaders show low concern for both production and people. They do the minimum required to remain employed

THE MANAGERIAL GRID

2. Concern for productions

1. Concern for people

UNIVERSITY OF IOWA STUDIES (KURT LEWIN)

Laissez Faire Style

Democratic Style

Autocratic Style

2. BEHAVIORAL THEORIST

iii. 2 aspects of leadership behavior were looked into

2. Leadership Styles

1. Leadership Functions

ii. Can learn chsracteristic about leaders

i. Could train people to be leaders

1. TRAITS THEORY (1920a-1930s)

iii. Leader are born, not made

ii. Selection of leaders are based on appearences

i. Focus on what are leaders like rather than on what they do

LEADERSHIP STYLES

- Is the combination of traits, skills and behavior