Org-Behavior-Notes-3

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

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Unformatted text preview: 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 powerwhere you are in the organization Legitimatebased on authority granted to the position, ex: team leader, dept. head, etc. Rewardpart of legitimate power; ability to reward group members with things like bonuses or promotions or simple things like praise Coercivemaybe ability to reprimand, fire, write a negative letter for personal file o Personal powercomes from something internal to the person, not something external; the above come from external power Expert powerpower you have based on certain expertise or knowledge Referent powerbased 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 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 dont 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 structureputting 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 Considerationconsideration for employees; extent to which leader is focused on building relationships based on trust o Want to focus on when youre going through an organizational change or trying to get them to learn something new; personal relationships can be importance here o If there isnt 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, youll 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 peopleconsideration for employees Concern for productionbasically equivalent to initiating structure; concern for what you actually need to get done o Contingency theories...
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This note was uploaded on 04/05/2012 for the course MGT 4322 taught by Professor Kluemper,d during the Spring '08 term at LSU.

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

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