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Chapter 9

Chapter 9. LEADING FOLLOWERS. Chapter Outcomes. Define leadership and describe the difference between a leader and a supervisor. Identify the traits that may help you become a successful leader. Define charisma and its key components. Describe the skills of a visionary leader.

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Chapter 9

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  1. Chapter 9 LEADING FOLLOWERS

  2. Chapter Outcomes Define leadership and describe the difference between a leader and a supervisor. Identify the traits that may help you become a successful leader. Define charisma and its key components. Describe the skills of a visionary leader. Differentiate between task-centered and people centered leadership styles. Identify and describe three types of participative leadership styles. Explain situational leadership. Describe situations in which leadership is irrelevant.

  3. Leadership defined… The ability an individual demonstrates to influence others to act in a particular way through direction, encouragement, sensitivity, consideration and support.

  4. EXHIBIT 9–1 Six traits of effective leaders.

  5. Key characteristics of charismatic leaders Idealized goal Ability to help others understand the goal Strong convictions about their goal Behavior that is unconventional Assertive and self-confident High self-monitoring Appearance as a change agent

  6. Leadership skills Technical skills Conceptual skills Networking skills Human relation skills

  7. EXHIBIT 9–3 Supervisory leadership behaviors.

  8. Types of leaders Task-centered leader Autocratic leader People-centered leader Participative leader Consultative-participative leader Democratic-participative leader Free-rein leader Transactional leader Transformational leader

  9. EXHIBIT 9–4 Situational leadership.

  10. Situational leadership Adjustment of a leadership style to specific situations to reflect employee needs. Four stages of follower readiness R1: An employee is unable and unwilling to do a job. R2: An employee is unable to do the job, but willing to perform the tasks. R3: An employee is able to do the job, but unwilling to do so. R4: An employee is both willing and able to do a job.

  11. Five dimensions of trust Integrity Competence Consistency Loyalty Openness

  12. Building trust Practice openness Be fair Speak your feelings Tell the truth Show consistency Fulfill your promises Maintain confidences Demonstrate confidence

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