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MANAGEMENT: A GLOBAL AND ENTREPRENEURIAL PERSPECTIVE by Weihrich, Cannice, and Koontz

MANAGEMENT: A GLOBAL AND ENTREPRENEURIAL PERSPECTIVE by Weihrich, Cannice, and Koontz. Leadership. Chapter. 15. After studying this chapter, you should understand:. 1. Leadership and its ingredients. 2. The trait approaches and charismatic leadership approach and their limitations.

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MANAGEMENT: A GLOBAL AND ENTREPRENEURIAL PERSPECTIVE by Weihrich, Cannice, and Koontz

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  1. MANAGEMENT: A GLOBAL AND ENTREPRENEURIAL PERSPECTIVE by Weihrich, Cannice, and Koontz Leadership Chapter 15 Chapter 15. Leadership

  2. After studying this chapter, you should understand: 1. Leadership and its ingredients. 2. The trait approaches and charismatic leadership approach and their limitations. 3. Various leadership styles based on the use of authority. 4. The two dimensions of the managerial grid and the resulting extreme leadership styles. 5. That leadership can be seen as a continuum. 6. The contingency approach to leadership. 7. The path-goal approach to leadership effectiveness. 8.  The difference between transactional and transformational leaders. Chapter 15. Leadership

  3. Defining Leadership • Leadership is the art or process of influencing people so that they will strive willingly and enthusiastically toward the achievement of group goals. Chapter 15. Leadership

  4. Ingredients of Leadership 1. Power 2. A fundamental understanding of people • The ability to inspire followers to apply their full capabilities 4. The leader’s style and the development of a conducive organizational climate Chapter 15. Leadership

  5. Fundamental Principle of Leadership • Since people tend to follow those who, in their view, offer them a means of satisfying their personal goals, the more managers understand what motivates their subordinates and how these motivators operate, and the more they reflect this understanding in carrying out their managerial actions, the more effective they are likely to be as leaders. Chapter 15. Leadership

  6. Trait and Charismatic Approaches to Leadership • Attempt to identify leadership traits • “Great Man” theory assumes that leaders are born and not made • Lost much of its acceptability – has limitations • Discussion continuous • See also studies by Robert House on charismatic characteristics of leaders Chapter 15. Leadership

  7. Leadership Styles Based on Use of Authority • The autocratic leader commands and expects compliance, is dogmatic and positive, and leads by the ability to withhold or give rewards and punishment. • The democratic, or participative, leader consults with subordinates and encourages their participation. • The free-rein leader uses power very little, if at all, giving subordinates a high degree of independence. Chapter 15. Leadership

  8. Fig. 15-1 Flow of Influence with Three Leadership Styles Chapter 15. Leadership

  9. Fig. 15-2 The Managerial Grid • The grid has two dimensions: • concern for people • concern for production. Chapter 15. Leadership

  10. Leadership as a Continuum • Leadership continuum conceptualizes leadership as involving a variety of styles, ranging from one that is highly boss‑centered to one that is highly subordinate‑centered. Chapter 15. Leadership

  11. Fig. 15-3 Continuum of Manager-Nonmanager Behavior [MHI: Do you have a better figure?] Chapter 15. Leadership

  12. Fiedler's Contingency Approach to Leadership • People become leaders not only because of their personality attributes but also because of various situational factors and the interactions between leaders and group members. Chapter 15. Leadership

  13. Fig. 15-4 Fiedler’s Model of Leadership Chapter 15. Leadership

  14. Critical Dimensions of the Leadership Situation (Fiedler) • Position power • Task structure • Leader‑member relations Chapter 15. Leadership

  15. The Path‑Goal Approach to Leadership Effectiveness • The main function of the leader is to clarify and set goals with subordinates, help them find the best path for achieving the goals, and remove obstacles. Chapter 15. Leadership

  16. Fig. 15-5 Path-Goal Approach to Leadership Effectiveness Chapter 15. Leadership

  17. Transactional and Transformational Leadership • Transactional leaders identify what subordinates need to do to achieve objectives, clarify organizational roles and tasks, set up an organization structure, reward performance, and provide for the social needs of their followers. • Transformational leaders articulate a vision and inspire followers. They have the capacity to motivate, shape the organization culture, and create a climate favorable for organizational change. Chapter 15. Leadership

  18. Leadership Ingredients of leadership Principle of leadership Leadership traits Charismatic leadership Leadership styles based on the use of authority Managerial grid Leadership as a continuum Situational approach to leadership Fiedler’s contingency theory Path–goal approach to leadership Transactional leader Transformational leader KEY IDEAS AND CONCEPTS FOR REVIEW Chapter 15. Leadership

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