chapter10 Flashcards
(14 cards)
- Leadership can be defined as
Leadership can be defined as influencing others by inspiring and directing their actions to achieve the organisation’s goals.
What makes a good leader?
- Listens to people
- Is a servant of the people and works for the good of others
- Works with a team
- Has courage
- Is brave
- Is dedicated & wholeheartedly committed to his/ her beliefs
- Is dedicated & wholeheartedly committed to others
- Is prepared to sacrifice or give up something for the sake `of others.
The three cornerstones of leadership
the leader
follower
situation
The leader
– The leader starts the process of taking the lead and
influencing the followers.
– Every leader is different and has a different leadership style.
The followers
– Followers are the subordinates in the organisation who
perform the needed actions for goal achievement.
– There are five variables that will influence the way followers
will respond to leaders.
5 variables that will influence the way followers will respond to leaders.
- Perception of the situation and the ability of the leader
- The values that will guide followers’ actions
- The motivational level of followers
- Expectations about the situation and outcome
- Experience and ability of the follower
The situation
– The interaction between the leader and the follower takes place in a specific situation.
– There are a few factors that influence the situation.
– A leadership style that is highly effective in one situation will not necessarily be effective in another situation.
The five components of leadership:
− The two basic ones are:
* Authority
* Power
− The other three are:
* Responsibility
* Delegation
* Accountability
What are the five types of power?
- Legitimate
- Reward
- Coercive
- Referent
- Expert
- Benefits of empowerment include:
– relief of management stress; and
– less chance of employees looking externally to unions for support.
Risks to avoid during empowerment:
– Ineffective empowerment.
–Unclear management roles.
– Employees not ready for empowerment.
Leadership theories
traits theory,
behavioural theory
and contingency theory
The trait theory
- Also known as the “great person” theory, because early forms of the theory stated that leaders are born, not made.
- Focus on the characteristics of a leader.
- This theory believes that one is either born a leader or not and that one cannot learn how to be a leader.
- Characteristics that are linked with a leader’s effectiveness:
–Physiological (appearance, height and weight)
–Demographic (age, education and socioeconomic
background)
–Personality (self-confidence and aggression)
–Intellectual (intelligence, decisiveness, judgement and
knowledge)
–Task-related (achievement drive, initiative and
persistence)
–Social (sociability and cooperativeness)’ - A few characteristic were identified that was found in most
successful leaders:
–Drive
–Desire to lead
–Honesty
–Integrity
–Self-confidence
–Emotional stability
–Strong cognitive abilities
–Good knowledge of the organisation’s environment
The behavioural theories
Ohio State University studies.
The initiating structure leadership style
* The degree to which a leader is likely to define and structure his or her
role, and the roles of group members in the process of goal attainment.
* Behaviours of a leader who initiates structure include:
− standardising of job performance;
− good communication with employees about job requirements;
− scheduling the responsibilities of employees;
− encouraging the use of uniform procedures; and
− good organising by specifically placing employees in particular positions.
* The leadership style is focused on “what should be done”.
The considerate leadership style
* Characterised by a concern by the leader for the people who are his or her
followers.
* The behavioural actions of a leader with this style include:
− concern for employees’ personal problems, they try and help where
they can;
− friendliness and openness;
− giving rewards for a job well done;
− show appreciation and gratitude for employees who do their job
well; and
− realistic expectations from employees.
* Leaders assume it’s not needed to implement strong structures, since
employees are willing to give their best for the organisation.
University of Michigan studies
They determined that there are two dimensions of leadership behaviour:
* Employee-oriented behaviour
Focused on interpersonal relationships.
* Production-oriented behaviour
Focused more on the technical or task aspects of the job.
These leaders set clear standards and expectations.
University of Iowa studies
* The leadership styles identified in the study done by Kurt and Lewin are:
–Autocratic leadership style: The leader wants to be in full control at all times.
–Participative leadership style: A leader with this style is much more engaged with employees and makes decisions by consulting the team.
–Laissez-faire leadership style: The leader exercises little control over the followers – give the group complete freedom.
- The Blake and Mouton managerial grid
identifies two leadership
behaviours:
− Concern for people
− Concern for production
Team management style (9, 9 score): This is identified as the best leadership style.
Leaders having this style show a high concern for production (9) and for people (9).
Authority compliance leadership style (9, 1 score): Leaders with this style have a
high concern for production and a low concern for people.
Country-club leadership style (1, 9 score): These leaders create a friendly,
enjoyable work environment. However, they do not pay much attention to
production or performance in the organisation.
Impoverished leadership style (1, 1): This is the worst leadership style. This leader
will show little concern for production and people. He or she takes no initiative and
only does what is necessary to keep his or her job.
Middle-of-the-road leadership: This style is found in leaders when they show a
reasonable amount of concern for both people and production. They do not have a
definite preference for either.
Theory X and Theory Y
This theory was developed by Douglas McGregor and contrast the conventional view of leadership in organisations.
* A manager with a Theory X belief will take a command-and-control view of management.
− This leader believes people are by nature lazy, lacking ambition, disliking responsibility and prefer to be led.
− Subordinates must be persuaded, rewarded, punished and their activities must be controlled at all times.
- A manager with a Theory Y belief will take a leadership-and empowering view of management.
− The belief is that people are not by nature lazy and passive.
− A manager will create opportunities, releasing the potential of
employees and encouraging growth in employees.
