Have the initiative, ability and confidence to innovate change, motivate and mentor others
The process of persuasion
Differences between leaders and managers
Leaders may or may not be appointed to the position, take risks and explore new ideas
Managers are appointed officially to the position, are orderly, controlled and have a rational structure
StephenCovey
Enables people to work more effectively together in a state of interdependence
Any person in an organization can be a leader
Types of leadership
Formal or appointed (chosen by the administration and given official authority to act)
Informal (does not have official sanction, chosen by the group itself)
Authoritarian leadership
The leader makes the decisions and expects subordinates to follow, productivity is usually high but creativity, self-motivation, and autonomy are reduced, criticism is punitive
Employee-centered leader
Focused on the human needs of the employee, job-centered is concerned with schedules and tasks
TheoryY (Douglas McGregor)
Employees enjoy their work, can show self-control and discipline
Theory Z (William Ochi 1981)
Focus on collective decision-making, long-term employment
Rensis Likert's leadership styles
Exploitative Authoritative (leader has low concern for people and uses threats and fear-based methods)
Benevolent Authoritative (leader uses reward to encourage appropriate performance)
Consultative democratic (characterized by an upward flow of information and leaders making genuine efforts to listen carefully to ideas)
Participative Democratic (leaders make maximum use of participative methods, engaging people lower down the organization in making decisions)
KurtLewin's leadership styles
Autocratic (involves centralized decision-making, with the leader making decisions alone and using coercive power to command and control)
Democratic
Laissez-faire (passive and permissive, the leader defers decision making)
Charismatic Leadership Theory
The leader has the ability to inspire and motivate people to do more than they normally do despite obstacles and personal sacrifice, charisma is a fire that ignites followers' energy and commitment, producing results above and beyond the call of duty
GreatMan Theory
Argues that few people are born with the necessary characteristics to be great
Leadership Behavior by Fiedler
Supportive Leadership (open, friendly and approachable, treats subordinates as equals)
Directive Leadership (tells subordinates exactly what they are supposed to do)
Participative Leadership (consults with subordinates about the decision, encouraging group discussion and written suggestions)
Achievement Leadership (stresses high performance and improvement)
Morale
The state of cheerfulness, confidence and discipline
Maslow's Hierarchy of Needs
An employee has to meet his basic physiological needs to pursue higher-level needs
Herzberg'sTwo-Factor Theory
Hygiene maintenance factors (include salary, job security, quality of supervision, safe and good working conditions and relationship with others)
Motivator factors (include satisfying and meaningful work, development and advancement opportunities, responsibility and recognition)
HenryTaylor's Monistic Theory
Subordinates work productively when given incentives such as merit increases, bonus system, profit sharing, savings sharing, large paychecks
DavidMcClelland's Model
Employees are more productive when provided with achievement, power and affiliation
Victor Vroom's Expectancy Theory
To be highly motivated, a person needs to find an outcome attractive, believe that certain actions will lead to a desired outcome. "Is it worth it?"