12-1©2005 prentice hall 12 leaders and leadership chapter 12 leaders and leadership
TRANSCRIPT
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Chapter 1212Leaders and Leaders and
LeadershipLeadership
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What is Leadership?
Exerting influence Helping a group achieve its goals
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Leadership
Leaders are individuals who exert influence to help meet group goals– Formal– Informal
Leader effectiveness is the extent to which a leader actually does help
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Leader Trait Approach Behavior Approach Fiedler’s Contingency Model
Early Approaches to Leadership
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The Leader Trait Approach
Intelligence Task-relevant
knowledge Dominance Self-confidence
Energy/activity levels Tolerance for stress Integrity and honesty Emotional maturity
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The Leader Behavior Approach
Consideration
Initiating Structure
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The Behavior Approach
Leader RewardBehavior
LeaderPunishingBehavior
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Fiedler’s Contingency Theory of Leadership
Leadership effectiveness determined by – The characteristic of individuals– The situations in which they find
themselves Distinct leader styles
– Relationship-oriented– Task-oriented
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Table 2.2 Fiedler’s Contingency Theory of Leadership
Relationship-oriented Wants to be liked by
and to get along well with subordinates
Getting job done is second priority
Task-oriented Wants high
performance and accomplishment of all tasks
Getting job done is first priority
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Measuring Leader Style
Least preferred co-employee scale– High LPC leaders = relationship-oriented– Low LPC leaders = task-oriented
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Situational Characteristics
Leader-Member Relations Task Structure Position Power
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Figure 12.2
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Contemporary Perspectives on Leadership
Path-Goal Theory Vroom and Yetton Model Leader-Member Exchange Theory
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A theory which describes how leaders can motivate their followers to achieve group and organizational goals and the kinds of behaviors leaders can engage in to motivate followers.
Path-Goal Theory
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Guidelines for Path-Goal Theory
Determine what outcomes subordinates are trying to obtain in the workplace
Reward subordinates for performing at a high level or achieving their work goals by giving them desired outcomes
Make sure subordinates believe that they can obtain their work goals and perform at a high level
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Path-Goal Theory: Types of Behaviors
Directive behavior Supportive behavior Participative behavior Achievement-oriented behavior
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Vroom and Yetton Model
Autocratic Consultative
Group Delegated
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Criteria for Decision-Making Style
Nature of the tasks Level of task interdependence Output being produced Characteristics of the employees
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Figure 12.3Leader-Member Exchange Theory
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Leadership Substitutes and Neutralizers
Characteristics of the subordinate Characteristics of the work Characteristics of the group Characteristics of the organization
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Transformational and Charismatic Leadership
Transactional LeadershipLeader MoodGender and Leadership
New Topics in Leadership Research
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Figure 12.4 Transformational Leadership
Leader
Follower
Has charisma
Is motivatedto perform
Is aware of needfor growth
ss aware of taskimportance
is intellectuallystimulating
engages in developmental consideration
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Characteristics of Transformational Leadership
TransformationalLeader
Charisma
IntellectualStimulation
Developmental Consideration