LEADERSHIPChapter 11

WHAT ARE THE FOUNDATIONS OF EFFECTIVE LEADERSHIP?

Leadership – the process of inspiring others to work hard to accomplish important tasks

Leadership is one of the four functions of management

Leaders use position power to achieve influence

Power – ability to let someone else do something you want done

Reward power – achieves influence by offering something of value

Coercive power – achieves influence by of punishment

Legitimate power – achieves influence by formal authority

Leaders use personal power to achieve influence Expert power – achieves influence by expertise Referent power – achieves influence by personal

identification

Leaders bring vision to leadership situations Vision – clear sense of future Visionary leadership – brings the situation a clear

sense of the future and understanding to get there

Leaders display different traits in the quest for leadership effectiveness

Leaders display different styles in the quest for leadership effectiveness

Leadership style – recurring pattern of behaviors exhibited by a leader

Autocratic leader – acts in unilateral command – and –control fashion

Human relations – leader emphasizes people over task

Democratic leader – encourages participation with an emphasis on task and people

Laissez-faire leader – disengaged, showing low task and people concerns

WHAT CAN WE LEARN FROM CONTINGENCY LEADERSHIP THEORIES?

Contingency leadership perspective – suggests that what is successful as a leadership style varies according to the situation and the people involved

Feidler’s contingency model matches leadership styles with situational differences

The Hersey-Blanchard situational relationship model matches leadership styles with the maturity of followers

House’s path-goal theory matches leadership styles with task and follower characteristics

Substitutes for leadership – factors in work setting that direct work efforts without the involvement of a leader

Leader-member exchange theory describes how leaders treat in-group and out-group followers

The Vroom-Jago model describes a leader’s choice of alternative decision making methods

WHAT ARE CURRENT ISSUES AND DIRECTIONS IN LEADERSHIP DEVELOPMENT?

Transformational leadership inspires enthusiasm and great performance

Charismatic leader – develops special leader-follower relationship and inspires followers in extraordinary ways

Transactional leadership – directs efforts of others through tasks, rewards and structures

Transformational leadership – inspirational and arouses extraordinary effort and performance

Emotionally intelligent leaders handle emotions and relationships well

Emotional Intelligence (EI) – ability to manage our emotions in leadership and social relationships

Interactive leadership emphasizes communication, listening and participation

Gender similarities hypothesis – males and females have similar psychological make-ups

Interactive leadership - strong on communicating, participation, and dealing with problems by teamwork

Moral leadership builds trust from a foundation of personal integrity

Moral leadership – has integrity and appears to others as “good” and “right” according to ethical standards

Integrity in leadership is honesty, credibility and consistency in putting values into action

Servant leadership is follower-centered and empowering

Servant leadership – means serving others and helping them use their talents to help organizations best serve community

Empowerment – gives people job freedom and power to influence affairs in the organization