Leader Essay

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Chapter 1 Leader-Member Relationships Leaders develop an exchange with each of their subordinates, and that the quality of these leader-member relationships influences subordinates' responsibility, decision influence, access to resources and performance. Fiedler Argued that the effectiveness of a leadership style will be influenced by three factors: 1. Leader-member relations, or the degree of confidence and trust that members have in the leader. 2. Task structure, or the degree of certainty and routine as opposed to ambiguity and unpredictability in the task. 3. Position power, or the influence inherent in the leadership role (legitimate authority and ability to reward or punish). Motivation The function of leaders is the direction of others’ activities toward organizational goals, so the motivation is one of the most important parts of Leader-Member relationship. Redding drew five major conclusions from these studies: 1. The best supervisors tend to be more “communication-minded.” For example, they enjoy talking and speaking in meetings, they are able to explain instructions and policies, and they enjoy conversing with subordinates. 2. The best supervisors tend to be willing, empathic listeners; they respond understandingly to so-called silly questions from employees; they are approachable; and they will listen to suggestions and complaints with an attitude of fair consideration and willingness to take appropriate action. 3. The best supervisors tend (with some notable exceptions) to “ask” or “persuade,” in preference to “telling” or “demanding.” 4. The best supervisors tend to be sensitive to the feelings of others. For example, they are careful to reprimand in private rather than in public. 5. The best supervisors tend to be more open in their passing along of information; they are in favor of giving advance notice of impending changes and

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