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Org-Behavior-Notes-3

Org-Behavior-Notes-3 - Ch 12 and 13 Leadership Myth or...

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Ch. 12 and 13: Leadership Myth or science: Men make better leaders than women? o Myth Myth or science: leaders are born not made? o Myth Management vs. leadership o Is there a difference Types of power o Position power—where you are in the organization Legitimate—based on authority granted to the position, ex: team leader, dept. head, etc. Reward—part of legitimate power; ability to reward group members with things like bonuses or promotions or simple things like praise Coercive—maybe ability to reprimand, fire, write a negative letter for personal file o Personal power—comes from something internal to the person, not something external; the above come from external power Expert power—power you have based on certain expertise or knowledge Referent power—based on some characteristic about you that employees respect or admire about you Managers’ power comes from their positions; whereas, leaders get most of their power from their positions Theories of leadership o Trait theories Early theories; more classical approach Trait-based approach says that leaders and non-leaders are distinguished on some personal characteristic or personal trait
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Includes things like personality: conscientiousness, extroversion, and openness to new experience; these things are related to leadership emergence (what people think a leader should be), but these traits don’t have much impact on leadership effectiveness o Behavioral theories Based on behaviors in which a leader engages instead of personality traits Done in early ‘40s and ‘40s Ohio State did a lot of studies that found that people would be effective if they had two traits, initiating structure v. consideration Initiating structure—putting rules and structure in place o If you have more than 15 or 20 employees, you want to emphasize the initiating structure for employees o If employees have a preference for a directive leadership style, you want to focus on initiating structure Consideration—consideration for employees; extent to which leader is focused on building relationships based on trust o Want to focus on when you’re going through an organizational change or trying to get them to learn something new; personal relationships can be importance here o If there isn’t a big difference in terms of status between you and your employees, want to use a consideration approach instead of an initiating structure o If your employees desire more of a participating approach, you’ll want to use this also Need to know employees to find out their preferences to figure out which approach will be best for them University of Michigan did basically the same thing and called it concern for people v. concern for production Concern for people—consideration for employees Concern for production—basically equivalent to initiating structure; concern for what you actually need to get done o Contingency theories
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More modern
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