MGNT110 NOTES.docx

Suggests female and male leaders reflect different

  • No School
  • AA 1
  • 63

This preview shows page 15 - 17 out of 63 pages.

Suggests female and male leaders reflect different leadership qualities Female leaders are associated with interactive leadership which focus more on: Relationships rather than position power and formal authority Theories on leadership: trait theories (leaders are born) 1. Self confidence 2. Honesty & Integrity 3. Desire to lead 4. Knowledge of business 5. Intelligence 6. Drive Theories on leadership: behavioural theories (leaders can be trained)
Image of page 15

Subscribe to view the full document.

The University of IOWA studies - Kurt Lewin Autocratic (centralised authority, dictate work methods, limit subordinate participation); Democratic (involve subordinates, delegate authority and encourage participation and use feedback) Laissez-faire (group has complete freedom to make decisions and for completion of work). Ohio State researchers identified 2 major behaviours they termed: Consideration The extent to which a leader is mindful of subordinates, respects their ideas and feelings, and establishes mutual trust. Initiating structure The degree of task behaviour - The extent to which the leader is task-oriented and directs subordinate work activities towards goal achievement. Michigan studies Employee-centred leaders Effective supervisors focused on employees’ human needs. Build effective work groups with high performance goals. Job-centred leaders Meeting schedules, keeping costs low, achieving production efficiency Theories on leadership: Contingency and situational models of leadership A leadership model that describes the relationship between leadership styles and specific organisational situations Fiedler’s contingency mode l: Effective leadership is contingent on: 1. Leader style Relationship-oriented or Task-oriented 2. Characteristics of the situation Leader–member relations: how much workers like and trust their leader Task structure: the extent to which workers’ tasks are clear-cut Position power: the amount of legitimate reward and coercive power leaders have due to their position The situational model of leadership (Hersey and Blanchard) Links the leader’s behavioural style with the task readiness of employees The directing style - is a highly dictating style and involves giving explicit directions about how tasks should be accomplished. This style has the highest probability of successfully influencing low readiness followers who are unable or unwilling – because of poor ability and skills, little experience or insecurity – to take responsibility for their own task behaviour. Coaching style - the leader explains decisions and gives subordinates a chance to ask questions and gain clarity and understanding about work tasks. This style works for followers at moderate readiness levels.
Image of page 16
Image of page 17

{[ snackBarMessage ]}

What students are saying

  • Left Quote Icon

    As a current student on this bumpy collegiate pathway, I stumbled upon Course Hero, where I can find study resources for nearly all my courses, get online help from tutors 24/7, and even share my old projects, papers, and lecture notes with other students.

    Student Picture

    Kiran Temple University Fox School of Business ‘17, Course Hero Intern

  • Left Quote Icon

    I cannot even describe how much Course Hero helped me this summer. It’s truly become something I can always rely on and help me. In the end, I was not only able to survive summer classes, but I was able to thrive thanks to Course Hero.

    Student Picture

    Dana University of Pennsylvania ‘17, Course Hero Intern

  • Left Quote Icon

    The ability to access any university’s resources through Course Hero proved invaluable in my case. I was behind on Tulane coursework and actually used UCLA’s materials to help me move forward and get everything together on time.

    Student Picture

    Jill Tulane University ‘16, Course Hero Intern