Leaders with good performance receive good annual performance reviews get merit

Leaders with good performance receive good annual

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Leaders with good performance receive good annual performance reviews, get merit raises, and are recognized by superiors and followers as a competent leader. -Together, problem solving and performance are two ways to assess leadership effectiveness using the skills model. Career Experiences -Model suggests that leaders use their experience to influence their knowledge and skills to solve complex problems. Environmental Influences (Both internal and external) -Internal environmental influences affecting leadership can include technology, facilities expertise of subordinates, and communication. E.g. slow internet could affect problem solving. -External environmental influences include economic, political, and social issues, as well as natural disasters which could all provide unique challenges to leaders. E.g. massive earthquake destroying an automobile manufacturing company find more resources at oneclass.comfind more resources at oneclass.com
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Exam Study Notes HROB*2010 17 Summary of the Skills Model -At the heart of the model are three competencies: Problem- solving skills, Social judgment skills, and knowledge. These three are the main determinants of effective problem solving and performance. -However, individual attributes career experiences and environmental influences all impact leader competencies. Unit 4: Behavioral Approach -Focuses exclusively on what the leader does and how they act. Task behaviours and relationship behaviours. Task behaviours to facilitate goal accomplishment and relationship behaviours to help followers feel comfortable. -Central purpose is to explain how they combine these two to influence followers in their effort to achieve a goal. Ohio State studies based on Stogdill. Had followerǯs complete questionnaires. Two types of leadership behaviours- Initiating structure and consideration; essentially task behaviours, organizing work, defining role responsibilities and consideration; building comradery, respect, trust etc. They viewed these as independent. University of Michigan Studiesgave special attention to the impact of leaderǯs behaviours on the performance of small groups. Employee orientation (consideration like) strong human relationsemphasis and product orientation (initiating structure) technical and production aspects. Opposite ends of a continuum. Those who were oriented towards find more resources at oneclass.comfind more resources at oneclass.com
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Exam Study Notes HROB*2010 18 production were not good towards employees etc. Blake and Mouton’s managerial Leadership grid- concern for production and concern for people. Horizontal axis represents concern for results, vertical is concern for people. 9-point scale on each axis, 9 being high emphasis and 1 being low. -Authority-compliance (9,1)- high on task requirements, often leader is controlling, demanding etc.
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