Chapter 9 Leadership - Chapter 9 - Leadership Leadership...

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Chapter 9 - Leadership Leadership – the influence that particular individuals exert on the goal achievement of others in an organizational context Strategic Leadership – leadership that involves the ability to anticipate, envision, maintain flexibility, think strategically, and work with others to initiate changes that will create a viable future for the organization Limitations of the trait approach Do traits make the leader or does the opportunity for leadership produces the traits Does not tell us what leaders do to influence others The most crucial problem is its failure to take into account the situation in which leadership occurs The Behaviour of Leaders The most involved, systematic study of leadership was begun at ohio state Employees describe their superiors along a number of behavioural dimensions. Consideration The extent to which a leader is approachable and shows personal concern and respect for employees Leader is seen as egalitarian and friendly, expresses appreciation and support, and is protective of group welfare Initiating Structure The degree to which a leader concentrates on group attainment The structure leader: o Clearly defines and organizes her role and the roles of followers o Stresses standard procedures and schedules the work to be done o Assign employees to particular tasks Leader reward behaviour – use of complements, tangible benefits, and deserved special treatment
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Leader Punishment behaviour – use of reprimands or unfavourable task assignments and the active withholding of rewards Situational Theories of Leadership The situation refers to the setting in which influence attempts occur The basic premise- The effectiveness of a leadership style is contingent on the setting Fiedler’s Contingency Theory States that the association between leadership orientation and group effectiveness
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Chapter 9 Leadership - Chapter 9 - Leadership Leadership...

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