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CLC Theory Summary + TMCM Answers to Questions + Both HP Cases Summarised

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Instelling
Hogeschool Van Amsterdam (HvA)

Boek
Cases in Leadership

Extensive, clear, and easy to memorize theory summary TMCM Case Answers Easy to memorize HP cases to be studied for the exam, main ideas summarised

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Geupload op 14 december 2021
Aantal pagina's 13
Geschreven in 2021/2022
Type Samenvatting

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Exam Recap
Present the theory> Connect it to the case> Put it in practice

Week 1

Leadership (De nition)= A process whereby an individual in uences a group of individuals
to achieve a common goal./ A process of social in uence to attain shared goals.

Trait leadership vs process leadership (3 characteristics for each)

Process Leadership Trait Leadership

Everyone can become a Leader Natural Leader

Leadership can be learned, is available to Born with leadership traits
everyone

Transactional, interactive event that happens Well spoken, extraverted
between leaders and followers

Contextual process

Assigned (how is it linked to power, what are the two types of power and how is it linked to
leadership) vs emergent (3 characteristics for each)

Assigned Leadership Emergent Leadership

Appointment of people to formal positions of Not Formalised
authority within the organisation

A leader only through formal position Arises as one group member that exercises
leadership

Is perceived by other group members as a
leader, regardless of assigned position

Emerges over time through positive
communication behaviours

Position power vs personal power (related to management and leadership)

Position Power Personal Power

Comes from holding a particular position or rank Comes from being viewed as knowledgeable or
in an O likeable

Formal Power Informal Power

Power= the ability to in uence others in order to achieved desired outcomes; it is the
resource, the force that enables leadership

, Management vs Leadership

Management Leadership

Minimal emotional involvement Emotionally involved

Only changes people’s behaviours/actions Seeks to shape the ideas of others; Changes
people’s attitudes, the way they think or feel
about something

Stress calculation Stress commitement

Views the O as components of a portfolio Views the O with an integrative perspective

Operates with rationality Operates with integrity

Planning, organising, controlling, problem- Encourage change, sets a direction, motivates,
solving inspires

Do things right Do the right things

Managers do things right and leaders do the right things

Week 2

The two leadership STYLES: Task Oriented Behaviour vs Relationship oriented Behaviour

Leadership Style Approach: BEHAVIOURS => LEADERSHIP STYLE APPROACH

Task-Oriented Behaviour Relationship-Oriented Behaviour (People
Oriented)

Initiating work structure, Organising work, Building respect, trust, liking and camaraderie
De ning role responsibilities, Scheduling between followers and leaders

Stress technical, production aspects; Workers Workers viewed with a strong human relations
viewed as a way to get work done aspect; As individual human beings with
di erent needs

Task achievement, Optimising processes, Attending to people, build commitment and
Developing new products, Maximising trust, promote worker personal growth, provide
workload, Increasing Sales volume good work conditions, maintain fair salary/
bene ts, promote good social relations

LEADERSHIP STYLES (leaders tend to have one dominant one)

1. Country Club Management - High concern for people, low for production

2. Team Management - High concern for people, high for production

3. Middle of the road management - BALANCE

4. Impoverished Management - Low concern for people, Low for production

5. Authority Compliance - Low concern for people, high for production

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CLC Theory Summary + TMCM Answers to Questions + Both HP Cases Summarised

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