Chapter 12 - QFR

Chapter 12 - QFR - Evgeniy Bukatin Pr. Adou-Dy BUS 308...

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Evgeniy Bukatin Pr. Adou-Dy BUS 308 November 16, 2011 Chapter 12 – Questions for Review 1. Are leadership and management different from one another? If so, how? Leadership and management are different from one another. According to the book, "not all leaders are managers, nor, for that matter, are all managers leaders." According to John Kotter, management requires coping with complexity: consistently drawing up formal plans, designing rigid organization structures, and monitoring results against the pans. He defines leadership as coping with change, by establishing direction and aligning people by communicating the vision and goals and then inspires them to establish it. The book defines leaderships as the ability to influence a group toward achieving the goals and visions. 2. What is the difference between trait and behavioral theories? Are the theories valid? Trait theories of leadership focus on personal qualities and characteristics. Trait theory is strongly based on the Big Five personality model. Extraversion is one of the most common and most important traits of effective leaders. Based on the recent research, traits can predict leadership. They can predict the emergence of leaders and the appearance of leaders, but not actually distinguish between effective and ineffective leaders. According to the book, "an individual exhibits the traits and other consider that person to be a leader does not necessarily mean the leader is successful at getting his or her group to achieve its goals." Behavioral theories of leadership propose that those specific behaviors differentiate leaders from nonreaders. Behavioral studies imply that person can be trained to become a leader. According to the Ohio State Studies, in the late 1940’s there are two substantial dimensions of leadership behavior: initiating structure and consideration. "Initiating
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structure is the extent to which a deader is likely to define and structure his or her role and those of subordinates in the search for goal attainment." Consideration is defined when leader is likely to have job relationships characterized by mutual trust, respect for subordinates' ideas, and regard for their feelings. At some point, the behavioral theories of leadership were thought to be useless. In 1992, the two factor model: initiating structure and consideration didn't really add anything new to the understanding of leadership. But the recent studies have shown that "followers of leaders high in consideration were more satisfied with their jobs, were more motivated, and had more respect for their leader. Initiating structure was more strongly related to higher levels of group and organization productivity and more positive outcome." (p.380) 3. What is Fiedler's contingency model? Has it been supported in research?
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Chapter 12 - QFR - Evgeniy Bukatin Pr. Adou-Dy BUS 308...

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