UGBS 104: Leadership and Management Principles

Leadership

• A leader is someone who can influence others and has managerial authority.
• Leadership is the process of influencing a group to achieve goals.

Early Leadership Theories

• Trait Theories (1920s-1930s):
  • Research focused on identifying personal characteristics that differentiate leaders from non-leaders.
  • Seven traits associated with successful leadership: drive, honesty and integrity, self-confidence, intelligence, job-relevant knowledge, and extraversion.
• Behavioral Theories:
  • University of Iowa Studies (Kurt Lewin):
    • Identified three leadership styles: autocratic, democratic, and laissez-faire.
    • Research findings: mixed results; no specific style was consistently better for producing better performance.
  • Ohio State Studies:
    • Identified two dimensions of leader behavior: initiating structure and consideration.
    • Research findings: high consideration/high structure leaders generally achieved high scores on group task performance and satisfaction.
  • University of Michigan Studies:
    • Identified two dimensions of leader behavior: employee-oriented and production-oriented.
    • Research findings: leaders who are employee-oriented are strongly associated with high group productivity and high job satisfaction.

Contingency Theories of Leadership

• The Fiedler Model:
  • Proposes that effective group performance depends on the proper match between the leader's style and the degree to which the situation allows the leader to control and influence.
  • Assumptions: a certain leadership style should be most effective in different types of situations; leaders do not readily change leadership styles; matching the leader to the situation or changing the situation to make it favorable to the leader is required.
  • Situational factors in matching leader to the situation: leader-member relations, task structure, and position power.
• Hersey and Blanchard's Situational Leadership Theory (SLT):
  • Argues that successful leadership is achieved by selecting the right leadership style, which is contingent on the level of followers' readiness.
  • Creates four specific leadership styles: telling, selling, participating, and delegating.
  • Four stages of follower readiness: R1, R2, R3, and R4.
• Path-Goal Model:
  • States that the leader's job is to assist followers in attaining their goals and to provide direction or support to ensure that their goals are compatible with those of the organization.
  • Depending on the situation, leaders assume different leadership styles: directive, supportive, participative, and achievement-oriented.

Contemporary Views of Leadership

• Transactional Leadership:
  • Leaders guide or motivate followers in the direction of established goals by clarifying role and task requirements.
• Transformational Leadership:
  • Leaders inspire followers to transcend their own self-interests for the good of the organization by clarifying role and task requirements.
• Charismatic Leadership:
  • Characteristics of charismatic leaders: have a vision, articulate the vision, take risks, sensitive to the environment and follower needs, and exhibit behaviors that are out of the ordinary.
• Visionary Leadership:
  • A leader who creates and articulates a realistic, credible, and attractive vision of the future that improves upon the present situation.
• Team Leadership:
  • Characteristics of team leaders: having patience, sharing information, trusting others, and understanding when to intervene.
  • Team leader's job: managing the team's external boundary, facilitating the team process, coaching, handling disciplinary problems, reviewing team and individual performance, training, and communicating.

Managing Power

• Legitimate power: the power a leader has as a result of their position.
• Expert power: the influence a leader can exert as a result of their expertise, skills, or knowledge.
• Coercive power: the power a leader has to punish or control.
• Reward power: the power to give positive benefits or rewards.
• Referent power: the power of a leader that arises because of a person's desirable resources or admired personal traits.

Developing Trust

• Credibility: the assessment of a leader's honesty, competence, and ability to inspire by their followers.
• Trust: the belief of followers in the integrity, character, and ability of a leader.
• Dimensions of trust: integrity, competence, consistency, loyalty, and openness.

Empowering Employees

• Empowerment: increasing the decision-making discretion of workers so that teams can make key operating decisions.

Cross-Cultural Leadership

• Universal elements of effective leadership: vision, foresight, providing encouragement, trustworthiness, dynamism, positiveness, and proactiveness.

Leader Training

• Training is more likely to be successful with individuals who are high self-monitors than those who are low self-monitors.
• Individuals with higher levels of motivation to lead are more receptive to leadership development opportunities.

Substitutes for Leadership

• Follower characteristics: experience, training, professional orientation, or the need for independence.
• Job characteristics: routine, unambiguous, and satisfying jobs.
• Organization characteristics: explicit formalized goals, rigid rules and procedures, or cohesive work groups.

This quiz covers the principles of management, focusing on leadership theories and concepts. It explores early theories, contingency theories, and contemporary views of leadership.