Chapter 12-Leadership in Organizational Settings

Leadership defined as the ability to influence, motivate and enable others to contribute toward the effectiveness and success of the organizations of which they are members

Competency perspective:

-tries to identify the characteristics of effective leaders

-leaders have specific personality characteristics, positive self-concept, drive, integrity, leadership motivation, knowledge of the business cognitive and practical intelligence and are people-oriented and task-oriented

-leadership takes view of effective leaders as they diagnose the situation and adapt to their style

Situational leadership theory:

- commercially popular but poorly supported leadership model stating that effective leaders vary their style(telling, selling, participating, delegating), with the “readiness” of followers

Fiedler’s contingency theory:

-developed by Fred Feidler early contingency leadership model that suggests that leader effectiveness depends on whether the person’s natural leadership style is appropriately matched to the situation

Transformational leadership:

-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

Implicit leadership:

-people have leadership prototypes

-they evaluate the leader’s effectiveness to that prototype

-cultural values influence leader’s personal values

-women generally do not differ from men in the degree of people-oriented or task-oriented leadership

-women leaders more often adopt a participative style of leading