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Texas State - MGT 3303 - Class Notes - Week 10

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Texas State - MGT 3303 - Class Notes - Week 10

School: Texas State University
Department: Business Management
Course: MGT of Organization
Professor: A. Konopaske
Term: Fall 2015
Tags: Management
Name: MGT 3303, Week 10
Description: Chapter 10 notes that will be covered in exam 3.
Uploaded: 03/29/2018
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background image Chapter 10­ Leadership:
Key Leadership Behaviors:
1. Challenge the process
2. Inspire a shared vision
3. Enable others to act
4. Model the way
5. Encourage the heart Leading and Managing: Supervisory Leadership­ behavior that provides guidance, support, and corrective  feedback for day­to­day activities Strategic Leadership­ behavior that gives purpose and meaning to organizations,  envisioning and creating a positive future Sources of Power: Power­ the ability to influence others
­ Legitimate
­ Reward
­ Expert
­ Referent
­ Coercive
Traditional Approaches to Understanding Leadership Approach 1: Trait Approach ­ The oldest leadership perspective
­ Focuses on individual leaders and tries to determine the personal characteristics 
(traits) that great leaders share Approach 2: Behavioral Approach
­ 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 preserve social  stability Approach 3: Situational Approach
­ Leadership perspective proposing that universally important traits and behaviors do 
not exist, and that effective leadership behavior varies from situation to situation Participation in Decision Making:
background image Autocratic Leadership Democratic Leadership Laissez­faire Fiedler’s Contingency Model of Leadership Effectiveness­ a situational approach to 
leadership postulating that effectiveness depends on the personal style of the leader and the 
degree to which the situation gives the leader power, control, and influence over situation
Path­goal Theory­ concerns how leaders influence subordinates’ perceptions of their work goals
and the paths they follow toward attainment of those goals
Vroom Model­ A situational model that focuses on the participative dimension of leadership
Hersey and Blanchard’s Situational Theory­ a life­cycle theory of leadership postulating that 
a manager should consider an employee’s psychological and job maturity before deciding 
whether task performance or maintenance behaviors are more important ­ Job Maturity: the level of the employee’s skills and technical knowledge relative to  the task being performed ­ Psychological Maturity: an employee’s self­confidence and self­respect Contemporary Perspectives on Leadership: Charismatic Leader­ a person who is dominant, self­confident, convinced of the moral  righteousness of his beliefs, and able to arouse a sense of excitement and adventure in 
followers
Transformational Leader­ a leader who motivates people to transcend their personal  interests for the god of the group Transactional Leaders­ leaders who manage through transactions, using their legitimate,  reward, and coercive powers to give commands and exchange rewards for services  rendered Level 5 Leadership­ a combination of strong professional will (determination) and  humility that builds enduring greatness Authentic Leadership Adds an Ethical Dimension: Authentic Leadership­  a style in which the leader is true to himself or herself while  leading Pseudo­Transformational Leaders­ leaders who talk about positive change but allow their self­interest to take precedence over followers’ needs

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School: Texas State University
Department: Business Management
Course: MGT of Organization
Professor: A. Konopaske
Term: Fall 2015
Tags: Management
Name: MGT 3303, Week 10
Description: Chapter 10 notes that will be covered in exam 3.
Uploaded: 03/29/2018
3 Pages 41 Views 32 Unlocks
  • Better Grades Guarantee
  • 24/7 Homework help
  • Notes, Study Guides, Flashcards + More!
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