Week 6 Leadership _ Decision-making(2)

Week 6 Leadership _ Decision-making(2) - Allison Baron...

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Allison Baron Kevin Grinnell Amanda Hurless Amar Parikh Kelle Parsons Sahib Singh Chapter 14 Leadership I. Leadership Definition : influencing, motivating, and enabling others to contribute towards the effectiveness and success of the organization Shared leadership: the view that leadership is broadly distributed rather than assigned to one person, such that people within the team and organization lead each other II. Perspectives of Leadership Competency Perspective o Traits Emotional Intelligence Integrity Drive Leadership motivation Self-confidence Intelligence Knowledge of the business o Limitations Assumes that all leaders have same personal characteristics and that all of these qualities are equally important in all situations Alternative combinations of competencies may be equally successful Some personal characteristics might only influence our perception that someone is a leader – not determine whether the individual really makes a difference to the organizations success Competencies only determine high potential, not necessarily high performance Behavioral Perspective o People Oriented Show mutual trust and respect for subordinates Demonstrate genuine concern for their needs Have a desire to look out for their welfare Listen to employee suggestions Do personal favors for employees Support their interests when required o Task Oriented Assign employees to specific tasks Clarify their work duties and procedures Ensure that they follow company rules Push them to reach performance capacity
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Establish stretch goals and challenge employees to push beyond those high standards o Limitations Two categories are broad generalizations that mask specific behaviors within each category Contingency Perspective o Definition : based on the idea that the most appropriate leadership style depends on the situation o Path Goal Theory Effective leaders strengthen performance-to-outcome expectancy and valences of those outcomes, ensuring that employees who perform their jobs well have a higher degree to need fulfillment than employees who perform poorly Path Goal Leadership Styles Directive Supportive Participative Achievement-oriented Contingencies of Path-Goal Theory Skill and Experience Locus of Control Task Structure Team Dynamics Limitations A few contingencies do not have a clear-cut association with any leadership style As path-goal theory expands, the model may become too complex for practical use III. Contingencies of Path-Goal Theory Task Structure o leaders should adopt the directive style when a task is non-routine because this style minimizes the role ambiguity that tends to occur in complex work situations o for routine and simple tasks this directive style is unnecessary and ineffective o Routine and simple jobs require supportive leadership o Participative
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