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Chapter 11cgfggf

Leadership can be broadly defined as influencing others to achieve organizational goals. Effective leadership requires traits like extroversion and conscientiousness as well as skills like emotional intelligence. Leadership styles can be task-oriented, focusing on goals and procedures, or people-oriented, prioritizing employee needs and input. Transformational leadership creates and communicates a strategic vision to inspire change, in contrast to transactional leadership which focuses on rewards and resources. Decision-making is influenced by political forces, intuition, risk tolerance, and the tendency to escalate commitment to past decisions.

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53 views20 pages

Chapter 11cgfggf

Leadership can be broadly defined as influencing others to achieve organizational goals. Effective leadership requires traits like extroversion and conscientiousness as well as skills like emotional intelligence. Leadership styles can be task-oriented, focusing on goals and procedures, or people-oriented, prioritizing employee needs and input. Transformational leadership creates and communicates a strategic vision to inspire change, in contrast to transactional leadership which focuses on rewards and resources. Decision-making is influenced by political forces, intuition, risk tolerance, and the tendency to escalate commitment to past decisions.

Uploaded by

JAymie
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
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BUSINESS MANAGEMENT

CHAPTER 11 LEADERSHIPS AND DECISION MAKING

What Is

What Is Leadership?
leadership is about influencing, motivating, and enabling others to contribute toward the effectiveness and success of the organizations of which they are members.
Leaders also arrange the work environment such as allocating resources and altering communication patternsso that employees can achieve organizational objectives more easily.

Shared Leadership
The view that leadership is broadly distributed, rather than assigned to one person, such that people within the team and organization lead each other.

Shared leadership flourishes in organizations where the formal leaders are willing to delegate power and encourage employees to take initiative and risks without fear of failure (i.e., a learning orientation culture).

Leadership Theories

Competencies of Effective Leaders


Leadership competencies
Personality

Description
The leaders higher levels of extroversion (outgoing, talkative, sociable, and assertive) and conscientiousness (careful, dependable, and self-disciplined).

Self-concept

The leaders self-beliefs and positive self-evaluation about his or her own leadership skills and ability to achieve objectives. The leaders inner motivation to pursue goals.

Drive

Integrity

The leaders truthfulness and tendency to translate words into deeds. The leaders need for socialized power to accomplish team or organizational goals. The leaders tacit and explicit knowledge about the companys environment, enabling the leader to make more intuitive decisions. The leaders above-average cognitive ability to process information (cognitive intelligence) and ability to solve real-world problems by adapting to, shaping, or selecting appropriate environments (practical intelligence). The leaders ability to monitor his or her own and others emotions, discriminate among them, and use the information to guide his or her thoughts and actions.

Leadership motivation

Knowledge of the business

Cognitive and practical intelligence

Emotional intelligence

Behavioral Perspective of Leadership


What behaviors make leaders effective? Task- versus People-Oriented Leadership

Task- versus People-Oriented Leadership


Task-oriented leaders
assign employees to specific tasks, clarify their work duties and procedures, ensure that they follow company rules, and push them to reach their performance capacity. They establish stretch goals and challenge employees to push beyond those high standards.

people-oriented leaders
includes behaviors such as showing mutual trust and respect for subordinates, demonstrating a genuine concern for their needs, and having a desire to look out for their welfare. Leaders with a strong peopleoriented style listen to employee suggestions, do personal favors for employees, support their interests when required, and treat employees as equals.

Path-Goal Leadership
The study of how leader behaviors influence employee perceptions of expectancies (paths) between employee effort and performance (goals).

The four path-goal leadership styles

Directive

Supportive

Participative

Achievementoriented

Transformational Perspective of Leadership


A leadership perspective that explains how leaders change teams or organizations by creating, communicating, and modeling a vision for the organization or work unit and inspiring employees to strive for that vision. Transformational leaders such as Anne Sweeney, Herb Kelleher(Southwest Airlines), A. G. Lafley (Procter & Gamble), Carlos Ghosn (Renault/Nissan), and Richard Branson (Virgin) dot the corporate landscape. These leaders are agents of change. They create, communicate, and model a shared vision for the team or organization, and they inspire followers to strive for that vision.

Transformational Leadership
Transactional Leadership: helping organizations achieve their current objectives more efficiently, such as by linking job performance to valued rewards and ensuring that employees have the resources needed to get the job done. focus on leader behaviors that improve employee performance and satisfaction. Transactional leadership is considered by some writers as managing or doing things right because leaders concentrate on improving employee performance and well-being. In contrast, transformational leadership is about leadingchanging the organizations strategies and culture so that they have a better fit with the surrounding environment.

Charismatic Leadership
Charisma is a personal trait or relational quality that provides referent power over followers, whereas transformational leadership is a set of behaviors that people use to lead the change process. Charismatic leaders might be transformational leaders; indeed, their personal power through charisma is a tool to change the behavior of followers. However, some research points out that charismatic or heroic leaders easily build commitment in followers but do not necessarily change the organization.

Elements of Transformational Leadership


Create a Strategic Vision Transformational leaders establish a vision of the company's future state that engages employees to achieve objectives they didn't think possible. Communicate the vision the most important leadership quality is being able to build and share their vision for the organization. leaders communicate meaning and elevate the importance of the visionary goal to employees. Model the vision Transformational leaders not only talk about a vision; they enact it. They walk the talk by stepping outside the executive suite and doing things that symbolize the vision. Build commitment to the vision Transformational leaders build this commitment in several ways. Their words, symbols, and stories build a contagious enthusiasm that energizes people to adopt the vision as their own. Leaders demonstrate a can do attitude by enacting their vision and staying on course. Their persistence and consistency reflect an image of honesty, trust, and integrity. Finally, leaders build commitment by involving employees in the process of shaping the organizations vision.

The leadership styles of women and men.

The leadership styles of women and men.


Women are more likely to describe their jobs as transformational, getting subordinates to transform their own self-interest into the interest of the group through concern for a broader goal.
Men are more likely to describe their jobs as transactional, a series of transactions with subordinates. They exchange rewards for services rendered or punishment for inadequate performance.

The leadership styles of women and men.


Women tend to see their power as coming from personal characteristics such as charisma, interpersonal skills, hard work, or personal contacts. Men tend to see their power as coming from their organizational position and formal authority.

The leadership styles of women and men.


Women tend to score higher in orientation towards production (strong pursuit of achievement, holding high expectations for self and others) and the attainment of results.
Men tend to score higher on scales assessing an orientation towards strategic planning and organizational vision.

The leadership styles of women and men.


Women tend to score higher on peopleoriented leadership skills. Men tend to score higher on businessoriented leadership skills.

Behavioral Aspects of DecisionMaking


Political Forces in Decision-Making Coalition: An informal alliance of individuals or groups formed to achieve a common goal

Intuition
An innate belief about something, often without conscious consideration Escalation of Commitment Staying with a chosen course of action, even when it appears to have been wrong Risk Propensity

The extent to which a decision-maker is willing to gamble when making a decision

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