2200.2008.Ch14%20Leadership

2200.2008.Ch14%20Leadership - © Stéphane Guerraz Langara...

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Unformatted text preview: © Stéphane Guerraz Langara OB2200 / 2008 1 Agenda Chapter 14 – Leadership Leader vs manager Leadership types and styles New perspectives on leadership © Stéphane Guerraz Langara OB2200 / 2008 Leadership and Management The role of the leader is to promote adaptive and useful changes, whereas The role of the manager is to promote stability or enable the organization to run smoothly Leadership is a special case of interpersonal influence that gets an individual or group to do what the leader wants done © Stéphane Guerraz Langara OB2200 / 2008 What defines a leader? © Stéphane Guerraz Langara OB2200 / 2008 Four Leadership Approaches 1. Trait and behavioural theories perspectives 2. Situational or contingency perspectives 3. Attributional leadership perspectives 4. New leadership perspectives © Stéphane Guerraz Langara OB2200 / 2008 Trait Perspective Assumes personality plays central role in differentiating leaders from nonleaders, in predicting outcomes Early research results unsuccessful but more recent indicate following predictive characteristics: • Energetic • Prosocial power motivation • Ambitious, high need to achieve • Emotionally mature • Self-confident • Have integrity • Persevering • Cognitive & social intelligence • Flexible © Stéphane Guerraz Langara OB2200 / 2008 Behavioural Perspectives Assumes leadership behaviours have major impact Michigan Studies – described employee-centred and production-centred behaviours, emphasizing particular importance of employee-centred behaviours Ohio State Studies – described consideration and initiating structure , emphasizing importance of both types of behaviour in effective leadership • Basis for Leadership Grid Research indicates behaviours expressed differently in various cultures (e.g., how “consideration” expressed by manager) © Stéphane Guerraz Langara OB2200 / 2008 Situational Contingency Theories Assume effectiveness of particular leadership traits and behaviours depend on aspects of the situation (i.e., no one best way) Fiedler’s Theory House’s Path-Goal Theory Hersey and Blanchard’s Situational Leadership Model Substitutes for leadership © Stéphane Guerraz Langara OB2200 / 2008 Fiedler’s Leadership Contingency Theory Match between leader’s style and the demands of the situation is essential...
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2200.2008.Ch14%20Leadership - © Stéphane Guerraz Langara...

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