Chapter 12: Lidership

Chapter 12: Leadership
What is leadership? To start, a leader is one who influences others to attain goals. The greater the number of followers, the greater the influence; and the more successful the attainment of goals, the more evident the leadership.
What do we want from our leaders?
Leaders serve people best when they when they help them develop their own initiative and good judgment,enable them to grow, and help them become better contributors.
The best leaders:
1. Challenge the process. They challenge conventional beliefs and practices, and they create change.
2. Inspire a shared vision. They appeal to people’s values and motivate them to care about an important mission.
3. Enable others to act. They give people access to information and give them the power toperform to their full potential.
4. Model the way. They don’t just tell people what to do, they are living examples of the ideals they believe in.
5. Encourage them heart. They show appreciation, provide reward, and use various approaches to motivate people in positive ways.
Vision: a mental image of a possible and desirable future states of the organization.
Vision can be small or large andcan exist at any organization level as well as at the very top. The important points are that (1) a vision is necessary for effective leadership; (2) a person or team can develop a vision for any job, work unit, or organization; and (3) many people including manager who don’t develop into strong leaders, do not develop a clear vision – instead, they focus on performing or surviving on a day-by-day basis.
Supervisory leadership: behavior that provides guidance, support, and corrective feedback for day-to-day activities.
Strategic leadership: behavior that gives purpose and meaning to organization, envisioning and creative a positive future.
The most effective followers:
1. Are capable of independent thinking and at the same time are actively committed to organizational goals.
2.Show enthusiasm and commitment to the organization and to a person or purpose – and idea, a product – other than themselves or their own interests.
Power: the ability to influence others.
Legitimate power: the leader with legitimate power has the right, or the authority, to tell others what to do; employees are obligated to comply with legitimate orders.
Reward power: the leader who has rewardpower influences other because he controls valued rewards; people comply with the leader’s wishes to receive those goals.
Coercive power: the leader with coercive power has control over punishments; people comply to avoid those punishments.
Referent power: the leader with referent power has personal characteristics that appeal to others; people comply because of admiration, personal liking, adesire for approval, or a desire to be like the leader.
Expert power: the leader who has expert power has certain expertise or knowledge; people comply because they believe in, can learn from them, or can otherwise gain from that expertise.
Trait approach: a leader perspective that attempts to determine the personal characteristics that great leaders share.
1. Drive/ high level of effort.2. Leadership motivation/ they want to lead.
3. Integrity/ honesty and credibility.
4. Self-confidence/ allows leader to overcome obstacles, make decision, etc, and instill confidence in others.
5. Knowledge of the business/intelligence.
The most important personal skill is the ability to perceive the need and goals of others and to adjust one’s personal leadership approachaccordingly.
Behavioral approach: a leadership perspective that attempts to identify what good leaders do – that is, what behaviors they exhibit.
Task performance behaviors: actions taken to ensure that the work group or organization reaches its goals.
Group maintenance behaviors: actions taken to ensure the satisfaction of group members, develop and maintain harmonious work relationships, and...