Last Updated 17 May 2021

Leadership Notes

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The process of inspiring others to work hard to accomplish important tasks. One of the four functions that constitute the management process

  • Planning: sets direction and objectives
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  • Organizing: brings resources together and turn plans into action
  • Leading: builds the commitments and enthusiasm needed to accomplish plans
  • Controlling: makes sure things turns out right
  • Vision: A term used to describe a clear sense of the future

Visionary Leadership

Brings to the situation a clear sense of the future and an understanding of how to get there. Visionary leaders inspire others to take the actions necessary to turn vision into reality Power: The ability to convince someone else to do something you want, your way.

  • Position Power: Temporary forms of power such as reward power, coercive power, and legitimate power.
  • Personal Power: Permanent forms of power such as expert power and referent power
  • Reward Power: Rewarding good behavior with compliments or assets
  • Coercive Power: Deterring bad behavior with punishments or negative feedback
  • Legitimate Power: Applying good behavior through the use of authority and rights of office
  • Expert Power: Supporting good behavior through example, advice, and experience
  • Referent Power: Inspiring good behavior through personal respect, integrity, and admiration Keys to Developing
  • Position Power: Centrality: Establishing a broad network of contacts and getting involved with important information flows

Criticality: Taking good care of others. Visibility: Becoming known as an influential person Empowerment: The process through which managers enable and help others to gain power and achieve influence. Important Leadership Traits:

  • Drive
  • Self-confidence
  • Creativity
  • Cognitive ability
  • Business knowledge
  • Motivation
  • Flexibility
  • Honesty and integrity

Effective Leaders

Provide information, responsibility, authority, and trust. They encourage others to take initiative, make decisions, utilise knowledge. Task Concerns:

  • Plans and defines work to be done
  • Assigns task responsibilities
  • Sets clear work standards
  • Urges task completion
  • Monitors performance results

People Concerns:

  • Acts warm and supportive toward followers
  • Develops social rapport with followers
  • Respects the feelings of followers
  • Is sensitive to followers’ needs
  • Shows trust in followers

Leadership Styles Blake/ Mouton Leadership Grid

  1. Team Management: High task concern; high people concern
  2. Authority-Obedience Management: High task concern; low people concern
  3. Country Club Management: High people concern; low task concern
  4.  Impoverished Management: Low task concern; low people concern.
  5. Middle of the Road Management: Non-committal for both task concern and people concern Hersey-Blanchard: Leadership theory that calls for adjustments of styles for per situation.

Delegating: Low-task, low-relationship style that works best in high readiness-situations. Participating: Low-task, high-relationship style that works best in low- to moderate-readiness situations. Selling: High-task, high-relationship style that works best in moderate- to high-readiness situations. Telling: High-task, low-relationship style that works best in low-readiness situations. Fiedler Contingency Model: Good leadership is based on leadership style (task or relationship otivated) and situational demands (member relations, task structure, position power) Task – Oriented Leader: Leader that focuses on task completion.

Strong in high control situations but weak in low control situations. Relationship–Oriented Leader: Leader that focuses on employee relationships. They are strongest in middle control situations. House Path Goal Leadership:  Directive Leadership: When job assignments are ambiguous. Supportive Leadership: When worker self-confidence is low.  Participative Leadership: When performance incentives are poor. Achievement-Oriented Leadership: When task challenge is insufficient Readiness: How ready, willing, and able employees are in performing tasks. Substitutes for Leadership: Factors in the work setting that direct work efforts without the involvement of a leader  Subordinate: Ability, experience, independence. Task Characteristics: Routine, availability of feedback. Organizational Characteristics: Clarity of plans and formalization of rules and procedures Charismatic Leaders: Develop special leader-follower relationships and inspire others in extraordinary ways.

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