Referent and Expert Power
CNUR 833 Week 9 discussion question Summary Outline: Leadership
Read the following chapter :
Robbins, S.P., Coulter, M. & Langton, M. (2009). Management (9th Canadian ed.). Toronto: Pearson Prentice Hall. Chapter 12
Review Week 9 Presentation (Found in Course Materials under Weekly Presentations)
Focus on the following elements:
1. How leaders and managers differ. LEADERS • Develop vision and long term objectives, plans strategy and tactics • Exhibits leading Beauvoir. Acts to bring change in others congruent with long term objectives • Innovates for the entire organization • Asks what and why to change standard practice • creates vision and meaning for the organization • uses transformational influence: induces change in values, attitudes, behaviour using personal examples and expertise • uses empowering strategies to make followers internalize values • status quo challenger and change creator
MANAGERS • engages in day to day care taker activities, maintain and allocate resources • exhibits supervisory behaviour : acts to make others maintain standard job behaviour • administers subsystems within organizations • asks how and when to engage in standard practice • uses transactional influence: induces compliance in manifest behaviour using rewards, sanctions and formal authority • relies on control strategies to get thing done by subordinates • status quo supporter and stabilizer
2. How various theories improve our understanding of leadership? • Trait theories- early research unable to find the difference leaders from non- leaders • Later research on the leadership process identified 7 traits associated with successful leadership- drive, the desire to lead, honesty and integrity, self-confidence, intelligence, job-relevant knowledge, and extraversion • Behavioural theories identified 3 leadership styles- 1. autocratic style-
Read the following chapter :
Robbins, S.P., Coulter, M. & Langton, M. (2009). Management (9th Canadian ed.). Toronto: Pearson Prentice Hall. Chapter 12
Review Week 9 Presentation (Found in Course Materials under Weekly Presentations)
Focus on the following elements:
1. How leaders and managers differ. LEADERS • Develop vision and long term objectives, plans strategy and tactics • Exhibits leading Beauvoir. Acts to bring change in others congruent with long term objectives • Innovates for the entire organization • Asks what and why to change standard practice • creates vision and meaning for the organization • uses transformational influence: induces change in values, attitudes, behaviour using personal examples and expertise • uses empowering strategies to make followers internalize values • status quo challenger and change creator
MANAGERS • engages in day to day care taker activities, maintain and allocate resources • exhibits supervisory behaviour : acts to make others maintain standard job behaviour • administers subsystems within organizations • asks how and when to engage in standard practice • uses transactional influence: induces compliance in manifest behaviour using rewards, sanctions and formal authority • relies on control strategies to get thing done by subordinates • status quo supporter and stabilizer
2. How various theories improve our understanding of leadership? • Trait theories- early research unable to find the difference leaders from non- leaders • Later research on the leadership process identified 7 traits associated with successful leadership- drive, the desire to lead, honesty and integrity, self-confidence, intelligence, job-relevant knowledge, and extraversion • Behavioural theories identified 3 leadership styles- 1. autocratic style-
References: Robbins, S.P., Coulter, M. & Langton, M. (2009). Management (9th Canadian ed.)