leadership in organizations chapter 13 13-1 copyright© 2011 pearson educatio, inc. publishing as...
TRANSCRIPT
Leadership inOrganizations
Chapter 13
13-1Copyright© 2011 Pearson Educatio, Inc. Publishing as Prentice Hall
Learning Objectives
1. Describe the trait approach to leadership and identify the characteristics that distinguish successful leaders from ordinary people.
2. Distinguish between the two basic forms of leader behavior: person-oriented behavior and production-oriented behavior, explaining how grid training helps develop them.
3. Explain what the leader-member exchange (LMX) model and the attributional approach to leadership say about the relationships between leaders and followers.
13-2Copyright© 2011 Pearson Educatio, Inc. Publishing as Prentice Hall
Learning Objectives
4. Describe the nature of charismatic leadership and how it compares to transformational leadership.
5. Summarize what LPC contingency theory and situational leadership theory say about the connection between leadership style and situational variables.
6. Describe various techniques used to develop leadership in organizations.
13-3Copyright© 2011 Pearson Educatio, Inc. Publishing as Prentice Hall
Leadership
The process whereby one individual
influences other group members
toward the attainment of defined
group or organizational goals
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Leadership Process
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Leaders vs. Managers
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Great Person Theory
Possess special traits
Traits responsible for assuming power and authority positions
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Successful Leader Characteristics
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Leadership BehaviorsAutocratic-Delegation Continuum
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Subordinate Participation Model
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Leadership Behavior Dimensions
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The Managerial Grid
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Leader-Member Exchange Model
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Leading Groups vs. Teams
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Attributional Approach
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Charismatic Leader Qualities
Self-confidence
A vision
Extraordinary behavior
Recognized as change agent
Environmental sensitivity
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Charismatic Leader Reactions
Above-normal performance levels
High devotion, loyalty, and reverence
levels toward leader
Enthusiasm for and excitement about
leader and ideas
Generally, reactions tend to be highly
polarized—either love or hate them
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Transformational Leader Qualities
Intellectual stimulation
Individual consideration
Inspirational motivation
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Becoming a Transformational Leader
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LPC Contingency Theory
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Situational Leadership Theory
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Path Goal Theory
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Normative Decision Theory
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Normative Decision TheoryDecision Rules
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Normative Decision Theory
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Substitutes for Leadership Individual characteristics
Knowledge Commitment Experience
Job characteristics• Highly routine• Highly interesting
Organization characteristics• Work norms• Cohesion• Technology
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Leadership Development
Networking
Mentoring
Job assignments
Action learning
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Executive Coaching
13-28Copyright© 2011 Pearson Educatio, Inc. Publishing as Prentice Hall
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Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 13-29