1 / 19

Chapter 12: Leaders and Leadership

Understanding And Managing Organizational Behavior 4th Edition. Chapter 12: Leaders and Leadership. JENNIFER GEORGE & GARETH JONES. What is Leadership?. Exerting influence Helping a group achieve its goals. Leadership.

kristinf
Download Presentation

Chapter 12: Leaders and Leadership

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Understanding And Managing Organizational Behavior 4th Edition Chapter 12:Leaders and Leadership JENNIFER GEORGE & GARETH JONES

  2. What is Leadership? • Exerting influence • Helping a group achieve its goals

  3. 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

  4. Early Approaches to Leadership • Leader Trait Approach • Behavior Approach • Fiedler’s Contingency Model

  5. Intelligence Task-relevant knowledge Dominance Self-confidence Energy/activity levels Tolerance for stress Integrity and honesty Emotional maturity The Leader Trait Approach

  6. The Leader Behavior Approach • Consideration • Initiating structure

  7. The Behavior Approach • Leader Reward Behavior • Leader Punishing Behavior

  8. 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

  9. Measuring Leader Style • Least preferred co-employee scale • High LPC leaders = relationship-oriented • Low LPC leaders = task-oriented

  10. Situational Characteristics • Leader-Member Relations • Task Structure • Position Power

  11. 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 Table 2.2 Fiedler’s Contingency Theory of Leadership

  12. Contemporary Perspectives on Leadership • Path-Goal Theory • Vroom and Yetton Model • Leader-Member Exchange Theory

  13. Path-Goal Theory 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.

  14. 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

  15. Path-Goal Theory: Types of Behaviors • Directive behavior • Supportive behavior • Participative behavior • Achievement-oriented behavior

  16. Vroom and Yetton Model • Autocratic • Consultative • Group • Delegated

  17. Leadership Substitutes and Neutralizers • Characteristics of the subordinate • Characteristics of the work • Characteristics of the group • Characteristics of the organization

  18. New Topics in Leadership Research • Transformational and Charismatic Leadership • Transactional Leadership • Leader Mood • Gender and Leadership

  19. Characteristics of Transformational Leadership • Charisma • Intellectual Stimulation • Developmental Consideration

More Related