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Chapter 11 Study Guide

Chapter 11 discusses the distinctions between management and leadership, emphasizing the importance of leadership effectiveness through character traits and behavior, as well as the context in which leadership occurs. It also covers decision-making processes, effective communication methods, conflict management strategies, and negotiation skills essential for managers. Overall, the chapter highlights the multifaceted role of a manager as a leader, decision-maker, communicator, and negotiator in an organizational setting.

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13 views3 pages

Chapter 11 Study Guide

Chapter 11 discusses the distinctions between management and leadership, emphasizing the importance of leadership effectiveness through character traits and behavior, as well as the context in which leadership occurs. It also covers decision-making processes, effective communication methods, conflict management strategies, and negotiation skills essential for managers. Overall, the chapter highlights the multifaceted role of a manager as a leader, decision-maker, communicator, and negotiator in an organizational setting.

Uploaded by

vivaanzubinmehta
Copyright
© All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd

Chapter 11 Study Guide – Manager as Leader

Management vs Leadership

Leadership Effectiveness:

 Organizational Performance
 Satisfaction of subordinates

What causes leaders to be effective:

1. Positive leadership character traits


 Physical Energy
 Intelligence
 Prosocial influence

2. Behavior based leadership


 Task oriented
 Person oriented

Neither of these alone explained leadership effectiveness. We need


leadership context (favorable/unfavourable)

 Relationship between leaders and members


 Degree of task structure (high or low)
 Position power of leader (strong/weak)
Manager as Decision Maker

Several aspects to decision making:

 Some easy – some lack info and time


 Some major – some minor
 Some based on facts/analysis – some based on intuition and feelings
 Some objective – some biased
 Some single person – some team
 Some involve paradox with tradeoffs for any decision

How to make better decisions:

 Deliberate approach
 Sometimes best thing to do is not make decision
 Sometimes make the best choice we can based on limited info
 Decisions made by teams generally better
 What level in organisations should make decisions
 Accountability / learn from good and bad decisions

Manager as Communicator

Communication – Sharing of information between two or more people

Effective communication start with the sender: What is their intent,


What message was sent based on their intent, What message was
heard, What intent was understood
Communication is effective when message heard = message sent,
receiver understanding = sender intent

Types and purposes of communication: Organizational, Interpersonal, One-


way, Two-way, Inform, influence, persuade, motivate, initiate dialogue,
provide feedback, etc

Methods of communication: Verbal, non verbal, written

Communication helps build relationships

Leading Individuals and Groups

As a manager you are dependant on other people to get right work done
well

Conflict Management

Reasons for Conflict Management: Genuine dislike between employees,


personal problems carrying over to workplace, negative environment,
manager’s style, external events, business disagreements.

Dealing with workplace conflict: assess whether intervention is needed,


move to neutral location and give time for parties to cool down and ask if
assistance needed to resolve, if unrelated to work – suggest not
appropriate in the workplace, if dealing with subordinate indicate it is
unacceptable and may be consequences, consider need for HR
intervention, if business related then listen to both sides and show
impartiality

Negotiation

Key cocnepts to improve negotiation skills: Importance of preparation,


Source of Power, Positions vs Interests, Creating value (maximize mutual
benefits) vs claiming value (win/lose)

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