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Leadership

LearningObjectivesLO1ExplainhowagoodvisionhelpsyoubeabetterleaderLO2Discussthesimilaritiesanddifferencesbetweenleadingandmanaging.LO3IdentifysourcesofpowerinorganizationsLO4KnowthethreetraditionalapproachestounderstandingleadershipLO5UnderstandtheimportantcontemporaryperspectivesonleadershipLO6IdentifytypesofopportunitiestobealeaderinanorganizationKeyLeadershipBehaviorsChallengetheprocessInspireasharedvisionEnableotherstoactModelthewayEncouragetheheartVisionVisionAmentalimageofapossibleanddesirablefuturestateoftheorganization.LeadingandManagingSupervisoryleadershipBehaviorthatprovidesguidance,support,andcorrectivefeedbackforday-to-dayactivities.StrategicleadershipBehaviorthatgivespurposeandmeaningtoorganizations,envisioningandcreatingapositivefuture.Question___________istheabilitytoinfluenceothers.InnovationCharismaPowerClout

PowerandLeadershipPowerTheabilitytoinfluenceothers.SourcesofPowerSourcesofPowerExhibit10.1TraditionalApproachesto

UnderstandingLeadershipTraitapproachAleadershipperspectivethatattemptstodeterminethepersonalcharacteristicsthatgreatleadersshareUsefulLeadershipCharacteristicsLeaderBehaviorsBehavioralapproachAleadershipperspectivethatattemptstoidentifywhatgoodleadersdo—thatis,whatbehaviorstheyexhibit.LeaderBehaviorsTaskperformancebehaviorsActionstakentoensurethattheworkgroupororganizationreachesitsgoals.GroupMaintenanceGroupmaintenancebehaviorsActionstakentoensurethesatisfactionofgroupmembers,developandmaintainharmoniousworkrelationships,andpreservethesocialstabilityofthegroupGroupMaintenanceLeader-MemberExchange(LMX)theoryHighlightstheimportanceofleaderbehaviorsnotjusttowardthegroupasawholebuttowardindividualsonapersonalbasis.QuestionsAssessingTaskPerformance

andGroupMaintenanceLeadershipExhibit10.2Question Whichleadershipphilosophyischaracterizedbyanabsenceofmanagerialdecisionmaking?AutocraticDemocraticLaissez-faireEgalitarian

ParticipationinDecisionMakingAutocraticleadershipAformofleadershipinwhichtheleadermakesdecisionsonhisorherownandthenannouncesthosedecisionstothegroupDemocraticleadershipAformofleadershipinwhichtheleadersolicitsinputfromsubordinates.ParticipationinDecisionMakingLaissez-faire

leadershipphilosophycharacterizedbyanabsenceofmanagerialdecisionmaking.LeadershipGridExhibit10.3TheBestWaytoLead

DependsontheSituationSituationalapproachLeadershipperspectiveproposingthatuniversallyimportanttraitsandbehaviorsdonotexist,andthateffectiveleadershipbehaviorvariesfromsituationtosituation.TheVroomModelofLeadershipVroommodelAsituationalmodelthatfocusesontheparticipativedimensionofleadership.Exhibit10.4SituationalFactorsfor

ProblemAnalysisVroom’sLeaderDecisionStylesExhibit10.5Fiedler’sContingencyModelFiedler’scontingencymodelofleadershipeffectivenessAsituationalapproachtoleadershippostulatingthateffectivenessdependsonthepersonalstyleoftheleaderandthedegreetowhichthesituationgivestheleaderpower,control,andinfluenceoverthesituation.Fiedler’sAnalysisofSituationsExhibit10.6Fiedler’sContingencyModelTask-motivatedleadershipLeadershipthatplacesprimaryemphasisoncompletingatask.Relationship-motivatedleadershipLeadershipthatplacesprimaryemphasisonmaintaininggoodinterpersonalrelationships.HerseyandBlanchard’s

SituationalTheoryHerseyandBlanchard’ssituationaltheoryAlife-cycletheoryofleadershippostulatingthatamanagershouldconsideranemployee’spsychologicalandjobmaturitybeforedecidingwhethertaskperformanceormaintenancebehaviorsaremoreimportant.HerseyandBlanchard’s

SituationalTheoryJobmaturityTheleveloftheemployee’sskillsandtechnicalknowledgerelativetothetaskbeingperformed.PsychologicalmaturityAnemployee’sself-confidenceandself-respect.Path-GoalTheoryPath-goaltheoryAtheorythatconcernshowleadersinfluencesubordinates’perceptionsoftheirworkgoalsandthepathstheyfollowtowardattainmentofthosegoals.ThePath-GoalFrameworkExhibit10.7SubstitutesforLeadershipSubstitutesforleadershipFactorsintheworkplacethatcanexertthesameinfluenceonemployeesasleaderswouldprovide.ContemporaryPerspectivesonLeadershipCharismaticleaderApersonwhoisdominant,self-confident,convincedofthemoralrighteousnessofhisbeliefs,andabletoarouseasenseofexcitementandadventureinfollowers.ContemporaryPerspectivesonLeadershipTransformationalleaderAleaderwhomotivatespeopletotranscendtheirpersonalinterestsforthegoodofthegroup.TransactionalleadersLeaderswhomanagethroughtransactions,usingtheirlegitimate,reward,andcoercivepowerstogivecommandsandexchangerewardsforservicesrendered.ContemporaryPerspectivesonLeadershipLevel5leadershipAcombinationofstrongprofessionalwill(determination)andhumilitythatbuildsenduringgreatness.AuthenticLeadershipAdds

AnEthicalDimensionAuthenticleadershipAstyleinwhichtheleaderistruetohimselforherselfwhileleadingPseudo-transformationalleadersLeaderswhotalkaboutpositivechangebutallowtheirself-interesttotakeprecedenceoverfollowers’needsToday’sOrganizationsOffer

ManyOpportunitiestoLeadServant-leaderAleaderwhoservesothers’needswhilestrengtheningtheorganization.BridgeleadersAleaderwhobridgesconflictingvaluesystemsordifferentcultures.Today’sOrganizationsOffer

ManyOpportunitiestoLeadSharedleadershipRotatingleadership,i

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