Post on 08-Apr-2018
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Chapter 1212Leaders andLeaders and
LeadershipLeadership
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Opening Case: A Sister Act
Whats the Schaefer
sisters approach to
leadership? Claires stores
Emphasis on
delegation
Participativeleadership
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What is Leadership?
Leadership is defined as the exercise of
influence by one member of a group or
organization over other members to helpthe group or organization achieve its
goals.
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
Fiedlers 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
Which comes first the leadership traits or
the leadership position?
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The Leader Behavior Approach
Consideration(employee-centered)
Initiating
Structure(task-centered)
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The Behavior Approach
Leader
Reward
Behavior
Leader
Punishing
Behavior
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Exhibit 12.2 The Role ofTraits
and Behaviors
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Fiedlers 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 12.2 Fiedlers Contingency
Theory of Leadership
Relationship-oriented
Wants to be liked by
and to get along wellwith subordinates
Getting job done is
second priority
Task-oriented
Wants high
performance andaccomplishment 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 achievegroup and organizational goals and thekinds of behaviors leaders can engagein to motivate followers.
Path-GoalT
heory
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Exhibit 12.5 Path-Goal
Theory
Effective leaders
Motivate followers to achieve goals
Ensure they have control over outcomes theirsubordinates desire
Reward subordinates for performing at a high
level
Raise subordinate beliefs about ability to achieve Consider subordinate characteristics and type of
work
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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-M
aking Style
Nature of the tasks
Level of task interdependence
Output being produced
Characteristics of the employees
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Figure 12.3
Leader-MemberExchange 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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Transactional Leadership
Leader MoodGender and Leadership
Transformational and
Charismatic Leadership
NewT
opics in Leadership Research
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Figure 12.4 Transformational Leadership
Leader
Follower
Has charisma
Is motivated
to perform
Is aware of need
for growth
ss aware of task
importance
is intellectuallystimulating
engages indevelopmental
consideration
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Characteristics of
Transformational Leadership
TransformationalLeader
Charisma
IntellectualStimulation
DevelopmentalConsideration