Chapter 12 Leaders and Leadership. Aug. 29 and 30. What is Leadership?. Exerting influence Involves positive affect, persuasion and motivating others Helping a group achieve its goals In organizations, outcome is an important test of leadership effectiveness
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Aug. 29 and 30
Tolerance for stress
Integrity and honesty
Emotional maturityThe Leader Trait Approach
Findings on leader traits not consistent and can be affected by cultural biases. Ignores role of situation.
Classic use of operant conditioning. Important instruments of influence and involves use of power.Practical application is in design of HRM practice: salary, bonus and incentive and disciplinary regulations. Must be clear behaviour that leader wants to influence.
Wants to be liked by and to get along well with subordinates
Getting job done is second priority
Wants high performance and accomplishment of all tasks
Getting job done is first priorityTable 2.2 Fiedler’s Contingency Theory of Leadership
Choice of effective leadership style determined by situation faced by work group.
A theory which describes how leaders can motivate their followers to achieve group and organizational goals and the kinds of behaviors leaders can engage in to motivate followers.
Vroom & Yetton, and later Vroom & Jago found the following questions helpful in the sequence below:
Quality Requirement (QR): How important is the technical quality of the decision?
Commitment Requirement (CR): How important is subordinate commitment to the decision?
Leader's Information (LI): Do you (the leader) have sufficient information to make a high quality decision on your own?
Problem Structure (ST): Is the problem well structured (e.g., defined, clear, organized, lend itself to solution, time limited, etc.)?
Commitment Probability (CP): If you were to make the decision by yourself, is it reasonably certain that your subordinates would be committed to the decision?
Goal Congruence (GC): Do subordinates share the organizational goals to be attained in solving the problem?
Subordinate conflict (CO): Is conflict among subordinates over preferred solutions likely?
Subordinate information (SI): Do subordinates have sufficient information to make a high quality decision?
Dyadic relationship develops because of variation in follower performance and leader’s limited resources (time, attention and trust)
Leader questions helpful in the sequence below:
Is aware of task
Is aware of need
to performFigure 12.4 Transformational Leadership
Charisma: ability to mtvt ppl towards a new future state