Leadership, Complexity, Change, Frederick Smith and Authority vs Power
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Leadership:
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The ability to influence employees to voluntarily pursue organizational goals.
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Managing is about coping with:
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Complexity.
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Leadership is about coping with:
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Change.
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Chairman and CEO of FedEx:
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Frederick Smith.
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Authority:
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The right to perform or command; it comes with the job.
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Power:
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The extent to which a person is able to influence others to respond to orders.
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Personalized Power:
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Power directed at helping oneself.
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Legitimate Power:
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Power that results from managers' formal positions within the organization.
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Reward Power:
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Power that results from managers' authority to reward their subordinates.
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Coercive Power:
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Results from managers' authority to punish their subordinates.
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Expert Power:
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Power resulting from one's specialized information or expertise.
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Referent Power:
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Power deriving from one's personal attraction.
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Trait Approaches to Leadership:
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Attempt to identify distinctive characteristics that account for the effectiveness of leaders.
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Behavioral Leadership Approaches:
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Attempt to determine the distinctive styles used by effective leaders.
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Contingency Approach to Leadership:
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Holds that effective leadership behavior depends on the situation at hand.
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Contingency Leadership Model:
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Determines if a leader's style is (1) task-oriented or (2) relationship-oriented and if that style is effective for the situation at hand.
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Path-Goal Leadership Model:
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Holds that the effective leader makes available to followers desirable rewards in the workplace and increases their motivation by clarifying the path, or behavior, that will help them achieve those goals and providing them with support.
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Situational Leadership Theory:
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Leadership behavior reflects how leaders should adjust their leadership style according to the readiness of the followers.
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Readiness:
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The extent to which a follower possesses the ability and willingness to complete a task.
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Full-Range Leadership:
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Suggests that leadership behavior varies along a full range of leadership styles, from take-no-responsibility (laissez-faire) "leadership" at one extreme, through transactional leadership, to transformational leadership at the other extreme.
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Transactional Leadership:
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Focusing on clarifying employees' roles and task requirements and providing rewards and punishments contingent on performance.
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Transformational Leadership:
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Transforms employees to pursue organizational goals over self-interests.
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Charisma:
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A form of interpersonal attraction that inspires acceptance and support.
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Charismatic Leadership:
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Assumed to be an individual inspirational and motivational characteristic of particular leaders.
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Leader-Member Exchange (LMX) Model of Leadership:
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Emphasizes that leaders have different sorts of relationships with different subordinates.
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Shared Leadership:
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A simultaneous, ongoing, mutual influence process in which people share responsibility for leading.
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Servant Leaders:
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Focus on providing increased service to others--meeting the goals of the organization--rather than to themselves.
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E-Leadership:
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Can involve one-to-one, one-to-many, within-group and between-group and collective interactions via information technology.
