Chapter 7 SUMMARY
Chapter 7 SUMMARY
Chapter 7 SUMMARY
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CEIT-15-901E
Chapter 7 Summary
Leadership
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Leaders approach people to motivate them in many ways. If the approach
emphasizes rewards - economic or otherwise, the leader uses positive leadership. On the
other hand, if emphasis is placed on threats, fear, harshness, and penalties, the leader is
applying negative leadership.
Leaders apply different leadership styles, ranging from consultative to autocratic.
Autocratic leaders centralize power and decision making in themselves. Consultative
leaders approach one or more employees and ask them for inputs prior to making a
decision. Participative leaders clearly decentralize authority. Participative decisions are not
unilateral, as with the autocrat, because they use inputs from followers and participation
by them.
Two different leadership styles used with employees are consideration and
structure, also known as employee orientation and task orientation.
A number of models have been developed that explain these exceptions, and they
are called contingency approaches. These models state that the most appropriate style of
leadership depends on an analysis of the nature of the situation facing the leader. The four
contingency models are: (1) Fiedler’s Contingency Model; (2) Hersey and Blanchard’s
Situational Leadership Model; (3) Path-Goal Model of Leadership; and (4) Vroom’s
Decision-Making Model.
Several additional perspectives - substitutes and enhancers for leaderships, self
and super-leadership, coaching, and two other approaches. These perspectives provide
useful new ways of looking at leadership.
Substitutes for leadership are factors that make leadership roles unnecessary
through replacing them with other sources. While, enhancers for leadership are elements
that amplify a leader’s impact on the employees.
In another emerging approach to leadership a dramatic substitute for leadership is
the idea of self-leadership. This process has two thrusts: leading one-self to perform
naturally motivating tasks and managing oneself to do work that is required but not
naturally rewarding. While, super leadership begins with a set of positive beliefs about
workers. It requires practicing self-leadership oneself and modelling it for the others to
see.
A rapidly emerging metaphor for the leader is that of a coach. Borrowed and
adapted from the sports domain, coaching means that the leader prepares, guides, and
directs a “player” but does not play the game. The specific areas that most managers
admit needing coaching in are: (1) Improving their interaction style; (2) Dealing more
effectively; and (3) Developing their listening and speaking skills.
Two other perspectives on: (1) Visionary leaders those who can paint portrait of
what the organization needs to become and the use their communication skills to motivate
others to achieve the vision; and (2) A second approach looks at the reciprocal nature of
influence between managers and their employees and studies the exchanges that take
place between them. Since this approach serves as the basis of participative
management, in which both parties give and gain something.
Leaders must first analyze the situation and discover key factors in the task,
employees, or organizations that suggest which style might be best for that combination.
Leaders should also recognize the possibility that they are not always directly needed
because of available substitutes or enhancers. Also, it may be desirable to develop
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employees onto self-leaders through effective coaching and the exercise of super
leadership behaviors.
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