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Unformatted text preview: Mgmt 371 Study Guide (FINAL) CHAPTER 14 Trait Model o Attempt to identify personal characteristics that cause for effective leadership. o Research shows that certain personal characteristics do appear to be connected to effective leadership. o Many traits are the result of skills and knowledge and effective leaders do not necessarily possess all of these traits. Contingency Model o What makes a manager an effective leader in one situation is not necessarily what that manager needs to be equally effective in another situation o Whether or not a manager is an effective leader is the result of the interplay between what the manager is like, what he does, and the situation in which leadership takes place.- Fiedlers Model- Effective leadership is contingent on both the characteristics of the leader and of the situation. Leader style is the enduring, characteristic approach to leadership that a manager uses and does not readily change. Relationship-oriented style : leaders concerned with developing good relations with their subordinates and to be liked by them. Task-oriented style : leaders whose primary concern is to ensure that subordinates perform at a high level so the job gets done. Leadership Substitutes Model o Acts in the place of a leader and makes leadership unnecessary. o Worker empowerment or self-managed work teams reduce leadership needs. o Possible substitutes can be found in: Characteristics of the subordinates: their skills, experience, motivation. Characteristics of context: the extent to which work is interesting and fun. Leader VS. Manager o Managers - establish and implement procedures to ensure smooth functioning o Leaders - look to the future and chart the course for the organization o Leading is only one part of being an effective manager: Leader - An individual who is able to exert influence over other people to help achieve group or organizational goals Leadership - The process by which a person exerts influence over others and inspires, motivates and directs their activities to achieve group or organizational goals. Houses Path-Goal Theory o A contingency model of leadership proposing that effective leaders can motivate subordinates to achieve goals by: 1. Clearly identifying the outcomes that subordinates are trying to obtain from their jobs. 2. Rewarding subordinates with these outcomes for high-performance and attainment of work goals 3. Clarifying the paths leading to the attainment of work goals o Path-Goal identifies four leadership behaviors: Directive behaviors : set goals, assign tasks, show how to do things. Supportive behavior : look out for the workers best interest....
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This note was uploaded on 04/18/2008 for the course MGMT 371 taught by Professor Paschall during the Fall '07 term at Ole Miss.
- Fall '07