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Summary Introduction to Business Management Chapter 9 Complete

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This document provides an in depth and thorough summary of chapter 9 of Introduction to Business Management 11th edition (Erasmus et. al.). It is ready for exam and tests. Everything is laid out as it is in the textbook. All needed information is provided in short. It is written in an easy to study...

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Chapter 9
 Contemporary definition of leadership- process of influencing employees to work willingly towards the achievement of
organizational objectives
 Managers take the lead to bridge the gap between formulating plans and reaching goals

 Leadership and management
 Leadership not same as management
 Management is broader in scope comprising the four functions of which leading is only one
 Not all managers are good leader
 Not all leaders are good managers




Components of the leading function
 Authority- represents the right of a leader to give commands and demand actions from employees
 Power- manager’s ability to influence their employees’ behaviour
 Responsibility- obligation to achieve organizational goals by performing requested activities, responsible for results
 Delegation- process of assigning responsibility and authority for achieving organizational goals to other employees
 Accountability- evaluation of how well individuals meet their responsibilities. Responsible for department


 Authority
 Authority- represents the right of a leader to give commands and demand actions from employees
 Leaders manage subordinates to achieve organizational goals
 Without authority, managers are unable to manage, initiate or sustain the management process
 Authority revolves around obtaining the right to demand action from employees and the right to take action
 Final authority rests with the owners or shareholders of the organization
 Authority is transferred down from owners or stakeholders to managers
 Power
 Power- manager’s ability to influence their employees’ behaviour
 Two types:
 Position power: Top management delegates position power down the chain of command
 Personal power: Managers have personal power when their followers place it on them
 Coercive Power:
 Enforces compliance through fear, psychological, emotional, or physical
 Reward Power:
 Involves the power to give or withhold rewards like salary raises, bonuses, praise, promotion, recognition, and
interesting assignments, based on performance

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