Professional Documents
Culture Documents
TOPIC 10
DEFINITION
LEADERSHIP Influencing, motivating and enabling others to contribute towards the effectiveness and success of the organizations of which they are members. SHARED LEADERSHIP The view that the leadership is broadly distributed rather than assigned to one person, such that people within the team and organization lead each other.
PERSPECTIVE OF LEADERSHIP
COMPETENCY PERSPECTIVE
BEHAVIORAL PERSPECTIVE
PERSPECTIVE OF LEADERSHIP
TRANSFORMATIONAL PERSPECTIVE
CONTIGENCY PERSPECTIVE
Integrity
Drive
Leadership Motivation Self- Confidence Intelligence Knowledge Of Business
People-oriented
Showing mutual trust and respect for subordinate demonstrating a genuine concern for their needs and having a desired to look for their welfare Example: Leaders listen to employee suggestion, do personal favor for employee, support their interest when required etc.
2.
Task-oriented
Behavior that define and structure work roles. Establish stretch goals and challenge employee beyond high standard. Example: Leaders assign employees specific task, clarify work duties and procedure, ensures employees follow company rules and push to reach their performance capacity.
leadership style depends on the situation Assume that effective leaders must be both insightful and flexible.
theory of motivation that relates several leadership styles to specific employee and situational contingencies.
DIRECTIVE
provide a psychological structure for subordinates. Includes judicious use of reward and disciplinary actions.
2.
SUPPORTIVE
Provide psychological support for subordinates. Reflects the benefits of social support to help employees cope with stressful situations.
Cont
3. PARTICIPATIVE
Encourage and facilitate subordinates involvement in
ACHIEVEMENT ORIENTED
Encourage employees to reach their peak performance. E.g. Continuously seeks improvement in employee
performance.
sets of situational variable that moderate the relationship between a leaders style and effectiveness: Employee characteristics Characteristics of the employees work environment
Four contingencies
Skill and experience
Locus of control
Task structure
Team dynamics
Fiedlers Contingency
Model (Hersey/Blanchard) Effective leaders vary style with follower readiness Leader styles telling, selling, participating, and delegating
Model
Leadership style is stable --based on personality Best style depends on situational control -leader-member relations, task structure, position power
c h a n g e teams o r organization b y c re a tin g , communicating and modeling a vision for the organization or work unit and inspiring employees to s t r i v e t h e v i s i o n
Transactional Leadership
- Leadership that help the organization achieve their current objectives more efficient, such as linking job performances to valued rewards and make sure the employees have the resources to make a job
and attractive future that bonds employees together and focuses their energy towards a super ordinate organizational goal.
Communicating the Vision
then communicating that vision is the process. The vision can bring through symbols, metaphors, stories and others.
- walk the walk by stepping outside the executive suite and doing things that symbolize the vision. - also reliable and persistent in their actions, thereby legitimizing the vision and providing further evidence that they can be trusted.
Building Commitments.
- Transforming vision into reality requires employee commitment. - Leaders demonstrate a can do by enacting their behavior. - Leaders builds commitment by involves in process shaping organization vision.
higher affective organizational commitment under transformational leaders. - Performs their jobs better, engage in more organizational citizenship behaviors, and make better or more creative decisions. - currently the most popular leadership perspectives but it faces numbers challenges. - writers engage in cir cular logic by defining transformational leadership in terms of the leaders success.
perceptual processes cause people to inflate the importance of leadership as the cause of organizational events. Stereotyping Leadership Everyone have preconceived notions about the features and behaviors of an effective leader.
Develop through socialization within the family and society.
Attributing Leadership
Implicit leadership are influence by attribution errors. People tend to attribute org events to the leader, even
ei: Leaders are given credit or blame for the company success or failure.
Leader reinforce this belief by taking credit for org
success.
life events. Ei: if the company having failures, we tend to simplify this situation by noting that the president of the company was inneffective.
Continue..
2nd,there is a strong tendency that people believe that
event are generate more from people than uncontrollable natural forces.
This illusion of control is satisfied by believing that
leaders decision and action Also shape the expectations that followers have of their leaders Example: in Afrika, Ubuntu tribe value shape the preferred leadership behaviors and style Leaders who act inconsistently with cultural expectation will be an ineffective leader
is characteristic of effective leaders. Its include visionary, inspirational, integrity, and decisiveness.
Women are more relationship-oriented, cooperative, nurturing and emotional in their leadership roles. Women to be more egalitarian and less statusoriented.