Matching leader style to the situation
Situation is favorable:
• The quality of relationships between leaders and followers
• Degree of task structure
• Extent to which the leader has formal authority over others
Results:
• Task-oriented leaders are more effective with high highly favorable or unfavorable situations
• Relationship oriented -in situation of intermediate favorability
Leaders should know
• His leadership style
• Situation ( favorable or not)
Substitutes for Leadership
Situational variables can be so powerful; that they actually substitute for or neutralize the need for leadership.
Substitute – makes the leadership style unnecessary
A neutralizer prevents the leader from displaying certain behaviors
Leaders:
Charismatic leader has ability to inspire and motivate to do more that people normally do
Via:
• Lofty vision of a imagined future
• Displaying the ability to understand and empathize with followers
• Empowering and trusting
Charismatic leader- skilled as visionary leadership
Vision- attractive ideal future
Transformational leader are similar to charismatic one, but distinguished by ability to bring about innovation and relationships with followers (made them believe in their own potential)
Transactional leaders clarify the role and task requirements, initiate structure, meet needs of subordinates
Types of Followers:
The alienated follower
Passive
Independed
Critical thinking
The conformist
Actively participate in relationships
Don’t use critical thinking skills
Pragmatic survivor
Use whatever style best fits for the own position
Minimization of the risk
Passive follower
Passive, uncritical, no initiatives
No sense of responsibility
Effective follower
Critical, independent, thinker
Power- capacity to produce effects on others
Influence- the change in attitudes, values, beliefs, or behavior as a result of power
Sources of power: Legitimate, reward, coercive, expert, referent àPower over others
Contingencies of power: Substitutability, Centrality, Discretion, visibility
POWER:
Legitimate:
· Agreement that people in certain roles can request certain behaviors of others
· Based on job descriptions and mutual agreement
· Legitimate power range (zone of indifference) varies across national and organizational cultures
Reward:
· Ability to control the allocation of rewards valued by others and to remove negative sanctions
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· Operates upward as well as downward
Coercive:
· Ability to apply punishment
· Exists upward as well as downward
· Peer pressure is a form of coercive power
Expert:
· The capacity to influence others by possessing knowledge or skills that the value
Referent
· Occurs when others identify with, like of otherwise respect the person
· Associated with charismatic leadership
Influence
Information:
· Manipulating others` access to information
· Withholding, filtering, re-arranging information
· Reduces uncertainty
Coalition formation
· Group forms to gain more power than individuals alone
1. Pools resources/ power
2. Legitimises the issue
3. Power through social identity
Silent authority
· Following requests without over influence
· Based on legitimate power, role modelling
· Common in high power distance cultures
Assertiveness
· Actively applying legitimate and coercive power
· Reminding, confronting, checking, threating
Integration/ impression management
· Increase liking by, or perceived similarity to, the target person
Exchange
· Promising or reminding of past benefits in exchange for compliance
· Includes negotiation and networking
Upward appeal
· Appealing to higher authority
· Includes appealing to firm`s goals
· Alliance or perceived alliance with higher status person
Persuasion
· Logic, facts, emotional appeals
· Depends on persuader, message content, message medium, audience
Source of power
Social networks
· Cultivating social relationships with others to accomplish one`s goals
· Social networks are important foundations of power for individuals and companies apply social network analysis tools to discover who has this power
· There are cultural differences in the norms of active network involvement
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