LEARDERSHIP

- Is the combination of traits, skills and behavior

1. TRAITS THEORY (1920a-1930s)

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

ii. Selection of leaders are based on appearences

iii. Leader are born, not made

2. BEHAVIORAL THEORIST

i. Could train people to be leaders

ii. Can learn chsracteristic about leaders

iii. 2 aspects of leadership behavior were looked into

1. Leadership Functions

2. Leadership Styles

UNIVERSITY OF IOWA STUDIES (KURT LEWIN)

Autocratic Style

Democratic Style

Laissez Faire Style

THE MANAGERIAL GRID

1. Concern for people

2. Concern for productions

THE MANAGERIAL GRID

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

(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

(1,9) 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

(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.

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

3. CONTINGENCY THEORIES

i. Leader - member relations (good/poor)

ii. Task structur (repetitive/nonrepetitive)

iii. Position Power (strong/weak)

- Traits Theories look for distinctive characteristic of effective leaders

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

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

- Appointed, elected or volunteer

-Arise from group

- Not based upon formal authority

- Not elected or appointed

- No formal organizational authority to lead

Leading is a management function

Directing & coordinating people is the leading component of management

- Motivating employees

- Directing the activities

- Resolving conflicts

Managers are appointed

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.

All managers should ideally be leaders

1. Make contribution to organizations

2. Enhance and elicit cooperation

3. Encourage teamwork

4. Motivate employees to generate good work

Leaders may either be appointed or emerge from within group.

Not all leaders necessarily have capabilities in other managerial functions.

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.