Lecture Management: Leading and collaborating in a competitive world - Chapter 12: Leadership

The main contents of this chapter include all of the following: Discuss what it means to be a leader, summarize what people want and what organizations need from their leaders, explain how a good vision helps you be a better leader, identify sources of power in organizations, list personal traits and skills of effective leaders...

Chapter

Twelve

Learning Objectives

organizations need from their leaders

better leader

Learning Objectives (cont.)

LO 6 Describe behaviors that will make you a

better leader and identify when the situation calls for them

LO 7 Distinguish between charismatic and

transformational leaders

LO 8 Describe types of opportunities to be a

leader in an organization

LO 9 Discuss how to further your own leadership

development

 Leader

greater the influence

Sources of Power

Figure 12.1

Participation in Decision Making

 Autocratic leadership

makes decisions on his or her own and then announces those decisions to the group

 Democratic leadership

solicits input from subordinates

Participation in Decision Making

 Laissez-faire

philosophy

characterized by an

absence of

managerial

decision making

Leadership Grid

Figure 12.2

The Vroom Model of Leadership

 Vroom model

that focuses on the

participative

dimension of

leadership

Figure 12.3

Fiedler’s Contingency Model

 Fiedler’s contingency model of

leadership effectiveness

postulating that effectiveness depends on the personal style of the leader and the degree to which the situation gives the leader power,

control, and influence over the situation

Hersey and Blanchard’s

Situational Theory

 Hersey and Blanchard’s situational

theory

that a manager should consider an

employee’s psychological and job maturity before deciding whether task performance or maintenance behaviors are more important

The Path-Goal Framework

Figure 12.5

Contemporary Perspectives

on Leadership

 Charismatic leader

convinced of the moral righteousness of his beliefs, and able to arouse a sense of

excitement and adventure in followers

Contemporary Perspectives

on Leadership

 Transformational leader

their personal interests for the good of the group

 Transactional leaders

using their legitimate, reward, and coercive

Opportunities for Leaders

 Servant-leader

serves others’

needs while

strengthening the

organization

 Intergroup leader

collaborative performance between different groups or

organizations