Ø Leadership is the power of one individual to guide the actions of another.
Ø Leaders are individuals who advocate for change and who try new approaches to problems.
Ø Leadership is often conceptualized as a set of behaviour or a product of the interaction of the leader’s personality and the demands of the leadership situation.
Ø A manager is responsible for the performance and productivity of one or more subordinates.
Ø Leaders resist the status quo and purpose changes
Ø Leaders influence others to pursue their goals.
Job in term of roles
E
Interpersonal
§
Figurehead
§
Leader
§
Liaison
E
Informational
§
Monitor
§
Spokesperson
E
Decisional
§
Entrepreneur
§
Disturbance handler
§
Resource allocater
§
Negotiator
Three fronts
» Trait
Theory - quality of a leader
§
The thought that personality
tests could predict leadership.
§
The expected traits weren’t very relevant.
§
A broader set was: logical thinking, persistence, empowerment, and
self-control
» Behavioral
Style Theory – a leader’s actual behaviour
§
Identifies behaviour that influence subordinate’s performance and
satisfaction.
§
Two leader behaviors:
1.
Initiating Structure – focus on group goals by
stressing procedures, planning, clarifying roles, supervising and asking for
results.
2.
Consideration – focus on approachability,
supportiveness, high morale, collaborative atmosphere.
Leaders could be low, average, or high or both dimensions at the same time. Successful leaders must exhibit both.
Both behaviors are related to group performance and member satisfaction depending on
1. External pressure
2. Leader’s position power
3. Task structure.
» Contingency
theory
- leaders behaviour with the situation.
Proposes leader behaviour interact with the favorableness of a situation to determine the level of group effectiveness.
§
Theory requires the assessment of the leader’s step by measuring his
LPC – least preferred co-worker.
» High
LPC leaders are relationships oriented
o
Most effective when the
situation is moderately favorable or moderately unfavorable.
» Low
LPC leaders are task oriented
o
Most effective when situation is either highly favorable or highly
unfavorable
§
Fiedler argues that the LPC score taps a personality trait called the
leader’s motivational pattern.
Leaders main job
is the clarification of pathways between subordinates’ performance and the
rewards they value.
§
The leaders job is clearing pathways between employee effort and
performance and between employee performance and rewards.