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12-1©2005 Prentice Hall 12 Leaders and Leadership Chapter 12 Leaders and Leadership
12-2 ©2005 Prentice Hall What is Leadership? Exerting influence Helping a group achieve its goals
12-3 ©2005 Prentice Hall 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
12-4 ©2005 Prentice Hall Leader Trait Approach Behavior Approach Fiedler’s Contingency Model Early Approaches to Leadership
12-5 ©2005 Prentice Hall The Leader Trait Approach Intelligence Task-relevant knowledge Dominance Self-confidence Energy/activity levels Tolerance for stress Integrity and honesty Emotional maturity
12-6 ©2005 Prentice Hall The Leader Behavior Approach Consideration Initiating Structure
12-7 ©2005 Prentice Hall The Behavior Approach Leader Reward Behavior Leader Punishing Behavior
12-8 ©2005 Prentice Hall 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
12-9 ©2005 Prentice Hall 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
12-10 ©2005 Prentice Hall Measuring Leader Style Least preferred co-employee scale –High LPC leaders = relationship-oriented –Low LPC leaders = task-oriented
12-11 ©2005 Prentice Hall Situational Characteristics Leader-Member Relations Task Structure Position Power
12-12 ©2005 Prentice Hall Figure 12.2
12-13 ©2005 Prentice Hall Contemporary Perspectives on Leadership Path-Goal Theory Vroom and Yetton Model Leader-Member Exchange Theory
12-14 ©2005 Prentice Hall 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
12-15 ©2005 Prentice Hall 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
12-16 ©2005 Prentice Hall Path-Goal Theory: Types of Behaviors Directive behavior Supportive behavior Participative behavior Achievement-oriented behavior
12-17 ©2005 Prentice Hall Vroom and Yetton Model AutocraticConsultative GroupDelegated
12-18 ©2005 Prentice Hall Criteria for Decision-Making Style Nature of the tasks Level of task interdependence Output being produced Characteristics of the employees
12-19 ©2005 Prentice Hall Figure 12.3 Leader-Member Exchange Theory
12-20 ©2005 Prentice Hall Leadership Substitutes and Neutralizers Characteristics of the subordinate Characteristics of the work Characteristics of the group Characteristics of the organization
12-21 ©2005 Prentice Hall Transformational and Charismatic Leadership Transactional Leadership Leader Mood Gender and Leadership New Topics in Leadership Research
12-22 ©2005 Prentice Hall 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 intellectually stimulating engages in developmental consideration
12-23 ©2005 Prentice Hall Characteristics of Transformational Leadership Transformational Leader Charisma Intellectual Stimulation Developmental Consideration
Leadership McGraw-Hill/Irwin Contemporary Management, 5/e Copyright © 2008 The McGraw-Hill Companies, Inc. All rights reserved. chapter fourteen.
Chapter10Chapter10 PowerPoint Presentation by Charlie Cook © Copyright The McGraw-Hill Companies, Inc., All rights reserved. Leadership and Management.
Copyright © 2004 Prentice Hall. All rights reserved.10–1 What is Leadership? Leadership One person “intentionally” influencing another to willingly work.
1 Chapter 3 Contingency Approaches. 2 Chapter Objectives Understand how leadership is often contingent on people and situations. Apply Fiedlers contingency.
O r g a n i z a t i o n a l b e h a v i o r e l e v e n t h e d i t i o n.
1 Chapter 9 Fundamentals of Leadership. 2 Learning Objectives Describe the leadership and personal characteristics related to managerial effectiveness.
1 What Is Leadership? Leadership The ability to influence a group toward the achievement of goals. The process of providing direction, enerzising others,
Leadership Ch 13 Part 2: April 17. Contingency Theories Focus on which leadership styles are most effective under which conditions 1. Fiedler’s LPC theory.
Ninth edition STEPHEN P. ROBBINS PowerPoint Presentation by Charlie Cook The University of West Alabama MARY COULTER © 2007 Prentice Hall, Inc. All rights.
Organizational Behavior, 8e Schermerhorn, Hunt, and Osborn Prepared by Michael K. McCuddy Valparaiso University John Wiley & Sons, Inc.
8 th edition Steven P. Robbins Mary Coulter PowerPoint Presentation by Charlie Cook Copyright © 2005 Prentice Hall, Inc. All rights reserved.
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 16–1 Managers As Leaders Chapter 16 Management Stephen P. Robbins Mary Coulter tenth.
© McGraw-Hill Companies, Inc., Chapter 12 Leadership: New Concepts and Applications John M. Ivancevich Michael T. Matteson Slides Prepared by Bruce.
Human Communication THIRD EDITION Judy C. Pearson Paul E. Nelson Scott Titsworth Lynn Harter C H A P T E R The Dynamics of Small-Group Communication N.
Module 4: Managing IS Organizations Topic 9. Managing the processes of organizational behavior.
Chapter 13 Motivating and Rewarding Employee Performance McGraw-Hill/Irwin Principles of Management © 2008 The McGraw-Hill Companies, Inc., All Rights.
11-1 Groups, Teams and Organizational Effectiveness Group Two or more people who interact with each other to accomplish certain goals or meet certain needs.
1 Chapter 7 Leading Technical People. 2 Advanced Organizer Decision Making Planning Organizing Leading Controlling Management Functions Research Design.
Motivation Organizational Behaviour Lecture No. 13 Zain Ul Abideen 2.
BORN OR MADE? Dilemmas of Destiny and Development.
Values, Attitudes, Emotions, and Culture: The Manager as a Person McGraw-Hill/Irwin Contemporary Management, 5/e Copyright © 2008 The McGraw-Hill Companies,
Prepared by Argie Butler, Texas A&M University ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly.
Q. Leadership Involves an Interaction Between the Leader, the Followers, and the Situation The crowd will follow a leader who marches twenty steps in.
9 chapter Business Essentials, 7 th Edition Ebert/Griffin © 2009 Pearson Education, Inc. Leadership and decision- making PowerPoint Presentation prepared.
LEADERSHIP 1 st Class. Learning Objectives Define Leadership and how managers develop leadership qualities Leadership approaches for contemporary.
Learning Objectives 2.1 Describe the behaviors that differentiate a manager from a leader. 2.2 Identify the traits held by an effective leader. 2.3 Understand.
UNIT I – Introduction to Management UNIT 2 – International Management and Diversity UNIT 3 – Managerial Ethics and Social Responsibility UNIT 4 – Planning.
Organizational Control and Change chapter eleven.
Effective Groups and Teams McGraw-Hill/Irwin Contemporary Management, 5/e Copyright © 2008 The McGraw-Hill Companies, Inc. All rights reserved. chapter.
1 What Is Organizational Behavior? 1. 2 The Importance of Interpersonal Skills Understanding OB helps determine manager effectiveness –Technical and quantitative.
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