chapter11 - Chapter 11 - Leadership Leaders can make a...

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Chapter 11 - Leadership Leaders can make a difference! One study, for example, tracked the relationship between net profit and leadership in 167 companies from 13 industries. It also covered a time span of 20 years. Higher net profits were earned by companies with effective leaders. A more recent study examined the relationship between leadership and performance within major-league baseball teams. The sample consisted of all managers who directed a major-league baseball team during any season from 1945 to 1965. The researchers then tracked the performance of their teams up to the year the manager retired. Using a sophisticated measure of managerial effectiveness, results demonstrated that effective managers won more games with player performance held constant than did less effective managers. Leadership makes a difference! Leadership means vision, cheerleading, enthusiasm, love, trust, verve, passion, obsession, consistency, the use of symbols, paying attention as illustrated by the content of one's calendar, out-and-out drama (and the management thereof), creating heroes at all levels, coaching, effectively wandering around, and numerous other things. Leadership: A Working Definition 1. Leadership is the process of influencing others in a group. 2. It primarily deals with influencing behavior, attitudes, or actions of others. 3. It also entails using influence for a purpose. 4. It is a two-way street. As leaders influence subordinates, so subordinates influence leaders. Leaders versus Managers: A Key Distinction - at Least in Theory 1. A leader creates mission and strategy. 2. A manager implements that mission and strategy. 3. These distinctions are sometimes blurred in practice. Some managers are leaders; there just isn't a clear linkage between the two roles. LEADERSHIP THEORIES The Trait Approach: Having the "Right Stuff" Early researchers formulated the great person theory--that leaders possess key traits that make them different from other people. The key elements are: key distinguishing traits. the traits are stable over time. it is true across time and groups. The concept fit informal experience, but no research would verify the theory. Stogdill's and Mann's Findings Based on his review, Stogdill concluded that five traits tended to differentiate leaders from average followers. They were (1) intelligence, (2)
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dominance, (3) self-confidence, (4) level of energy and activity, and (5) task-relevant knowledge. However, these five traits did not accurately predict which individuals became leaders in organizations. People with these traits often remained followers. Mann's review was similarly disappointing for the trait theorists. Among the seven categories of personality traits he examined, Mann found intelligence was the best predictor of leadership. However, Mann warned that all observed positive relationships between traits and leadership were weak (correlation's averaged about 0.15). B.
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This note was uploaded on 02/15/2010 for the course MGMT 201 taught by Professor Aacc during the Spring '10 term at Anne Arundel CC.

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chapter11 - Chapter 11 - Leadership Leaders can make a...

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