Leadership in Organizations

c. What about individuals without experience
Mumford three characteristics that need to be in individuals to make the journey
of leadership
1. Willing to tackle difficult and challenging organizational problems
2. Must be willing to exercise influence
3. Should be motivated to demonstrate social commitment – doing the righting for
society
Link between skill and effective outcome is not made explicit
➔ Model does not explain how an improvement in skill lead to improvement in
performance
Chapter 4 The Style approach to leadership
The role of, and relationship between, followers and the leader is now considered.
Leadership style is the combination of traits, skills and behaviours leaders use as they
interact with followers.
In order to be successful, the leader should adopt a leadership style that is appropriate
to the nature of the followers and circumstance the leader inhabits.
Stogdill’s model of leadership behaviour: consideration and initiating structures.
- Consideration: the extent to which a leader exhibits concern for the welfare of
the members of the group. Interpersonal relationships, mutual trust, friendship à
relationship oriented
- Initiating structures: a set of behaviours that involved the leader defining leader
and group member roles, initiating actions, organizing group activities, and
defining how tasks are to be accomplished by the group à task-oriented
University of Michigan had about the same split: employee orientation and production
orientation. But this theory is focused on delivering results for the organization instead
of developing strong human relationships.
Michigan model VS Ohio model: Michigan model states employee orientation and
production orientation is on a continuum. Ohio model states that a leader could
demonstrate both (or no) human and task orientation.
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