Exam 3 Review - Exam 3 Review MANA 3335 Spring 2011...

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MANA 3335 Exam 3 Review Spring 2011 Chapter 14-Leadership Leadership The process of influencing others to achieve group or organizational goals Differences between Leaders and Managers Leader ˚ Do things right ˚ Status quo ˚ Short-term problem solving ˚ Means ˚ Builders Manager ˚ ˚ Do thing right thing ˚ Change ˚ Long-term vision and mission ˚ Ends ˚ Architects ˚ Inspiring & Motivating Leadership Traits Trait theory ˚ Effective leaders possess a similar set of traits or characteristics Traits ˚ Distinctive qualities or characteristics - Individual physical attributes, personality, social background, abilities Drive ˚ Refers to a high level of effort and is characterized by achivement, motivation, initiative, energy and tenacity Sucessful leaders have a. .. ˚ Stronger desire to lead Honesty, self-confidence, emotional stability, cognitive abilities Leadership Behavior Initiating Structure ˚ Degree to which a leader structures the roles of followers by setting goals, giving directions, setting deadlines, and assigning tasks Consideration ˚ Extent to which a leader is friendly, approachable, and supportive and shows concern for employees Blake/Moulton Leadership Grid ˚ Uses concern for people and concern for production to categorize five different leadership styles Situational Approaches to Leadership Leadership Style ˚ The way a leader generally behaves toward followers Contingency Theory ˚ Leadership theory that states that in order to maximize work group performance, leaders must be matched to the situation that best fits their leadership style ˚ Fiedler’s Contingency Theory - Group performance = Leadership style + Situation Favorableness - Least Preferred Coworker Leadership style is the way a leader generally behaves toward followers Seen as stable and difficult to change Style Measured by Least Preferred Co-worker Scale (LPC) - Situational Favorableness 1
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[Type text] [Type text] [Type text] The degree to which a particular situation either permits or denies a leader the chance to influence the behavior of group members Three Factors Leader-member relations The degree to which followers respect, trust, and like their leaders Task structure Degree to which the requirements of a subordinate tasks are clearly specified Position Power The degree to which leaders are able to hire, fire, reward, and punish workers - Matching Leadership styles to situations Path Goal Theory States that leaders can increase subordinate satisfaction and performance by clarifying and clearing the paths to goals and by increasing the number and kinds of rewards available for goal attainment ˚ How to apply Path-Goal Theory - Clarify paths to goals - Clear paths to goals by solving problems and removing roadblocks - Increase the number and kinds of rewards available for goal attainment - Do things that satisfy followers today or will lead to future rewards or satisfaction
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This note was uploaded on 09/28/2011 for the course MANA 3335 taught by Professor Carlin during the Spring '08 term at University of Houston.

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Exam 3 Review - Exam 3 Review MANA 3335 Spring 2011...

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