LEADERSHIP

Difference Between Manager and Leader

The ManagerThe leaderAdministersIs a copyMaintainsFocuses on system and structureFocuses on controlTakes a short-range viewAsks how and whenImitatesAccepts the states quoIs a classic good soldierDoes things right InnovatesIs an originalDevelopsFocuses on people

Inspires trustHas a long-range perspectiveAsks what and whyOriginates Challenges the states quoIs his or her own thingsDoes the right thing

Jagos Typology of Leadership Theory Degree of Generalizability

Universal Contingency

TraitEmphasis Behaviour

Category 1Category 3Category 2Category 4

Characteristics of Good Corporate Leadership

CharacteristicsFrequency of MentionAbility to make difficult decisionAbility to lead a company during a crisesTrustworthinessHonestyIntelligence and brains9289

858380

Convergence of Findings

Study Labels for Two Dimensions Michigan Study

Bells Study

Group Dynamics StudyProduction OrientationEmployee Orientation

Task OrientationSocio-emotional Orientation

Goal OrientationMaintenance Orientation

Four Possible Leadership StylesHigh

Consideration

Low Low Initiating Structure High

Low consideration and Low structureLow consideration and High structureHigh consideration andLow structureHigh consideration andHigh structure

People orientation 9(Relationship)Task Orientation 51Note: 1= Least emphasis 2= Moderate emphasis 3= Maximum emphasis

159

Continuum of the Unfavourabless-Faviourableness Variables Most unfavourable Most favourable Relation Task Structure Power Position

Bad Good Bad Good Bad Good Bad Good Unstructured Structured Unstructured Structured Weak Strong Weak Strong Weak Strong Weak Strong 12345678

Effectiveness of People-Centred and Task-Centred LeadershipSituational Effect =-

The Leader-Follower Match Relationship Task Followers Maturity S3 Participating S2Selling S1 Telling S4Delegating

Stage: 1Non-Charismatic LeadersCharismatic LeadersEnvironmental SensitivityLow High Relation to status quo Agree with and maintain status quoIntolerance with short-comings in status quo and search for opportunities to change itStage: 2Future goalsLack of vision or mission orientationStrong vision or mission orientationLikableness Shared perspective makes the executive likableShared perspective plus idealized vision makes the executive adorableArticulation Weak articulation of goals and motivation to leadStrong articulation of goals and motivation to lead (inspirational)

Stage: 3Behavior Low risk, conventional and ConformingHigh risk, use of unconventional tacticsTrustworthinessDisinterested advocacy in persuasion attempts Passionate advocacy through personal examplesExpertise Use of conventional meansUse of unconventional means and critiquing convention of means