16 terms

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

directing all or part of an organization through the deployment and manipulation of resources
influeneces and guides direction , opinion, and course of action
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
which leader examins affects
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