Managers Leaders
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Leadership
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Lecture based on chapter 16 in Robbins, S., Bergman, R., Stagg I., & colter, M. (2006, fourth Ed). , Management . Pearson Education Australia (ISBN 0 7339 7099 0).
Are appointed to their nonplus Can influence people only to the extent of the full-dress authority of their position Do not necessarily earn the skills and capabilities to be leaders
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Are appointed or emerge from within a work group Can influence another(prenominal) people and have managerial authority Do not necessarily have the skills and capabilities to be managers
Leadership is the process of influencing a group toward the achievement of goals.
Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson E ducation Australia
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Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson E ducation Australia
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Early Leadership Theories
Trait theories (1920s -30s)
§ look focused on identifying personal characteristics that differentiated leaders from nonleaders was unsuccessful.
§ subsequent research on the leadership process identified seven-spot traits associated with successful leadership:
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Early Leadership Theories (contd)
Behavioural theories
§ University of Iowa Studies (Kurt Lewin)
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determine three leadership styles: Autocratic style: centralized authority, get-go participation Democratic style: involvement, high participation, feedback Laissez faire style: passive management
Drive, the desire to lead, honesty and integrity, selfconfidence, intelligence, job-relevant knowledge, and extraversion.
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Research findings: mixed results
No limited style was consistently better for producing better performance Employees were to a greater extent satisfied under a democratic leader than an grand leader.
Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson E ducation Australia
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Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson E ducation Australia
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