Leadership and Management:chapter 20 classical views of leadership and management

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directing all or part of an organization through the deployment and manipulation of resources

management

influeneces and guides direction , opinion, and course of action

leader

Management functions identified- management processes

seven activites- planning, organizing, staffing, directing, coordinating, reporting,a nd budgeting

human relations idea of management- McGregor and Mayo

employees need self-esteem and independence needs met

Great man theory and trait theories

basis for leadership research until the mid 1940s

democratic leader

economic and ego awards are used to motivate
direction is through suggestion and guidance
communication flows up and down
constructive criticisim

Laissez-faire leader

permissive with little or no control
little or no direction
no criticism
disperses decision making on the group

authoritarian leader

strong control
directed by commands
decisionmaking does not involve others

interactional leadership theory

leadership behavior is generally determined by the relationship between the leaders perosnality and the specific situation

system is considered open if what

it shares matter, energy or information with its environment

Kanters theory ( interactional)

opportunity , power, and proportion are the three important structures in leadership

transactional leader

traditional manager concerned with the day to day operations-- sets goals, gives directions, and uses rewards

transformational leader

manager who is committed, has a vision, and is able to empower others with this vision

which leader examins causes

transactional

which leader examins affects

transformational

integrated leader managers have certain characterisitcs

1. they think long term
2. they think outward, toward the larger organization
3. they influence others beyond their own group
4. they emphasize vision, values, and motivation
5. they are politically astute
6. they think in termso f change and renewal

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