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Title: Principles of Management
Description: 1st year's second semester notes
Description: 1st year's second semester notes
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LEADERSHIP AND ORGANIZATIONS
ROBBINS AND JUDGE ©2009
DBA 102 PRINCIPLES
OF MANAGEMENT
DR
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, publishing as Prentice-Hall
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– Summarize the conclusions of trait theories of leadership
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– Assess contingency theories of leadership by their level of support
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– Define authentic leadership and show why effective leaders
exemplify ethics and trust
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– Address challenges to the effectiveness of leadership
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Copyright © 2011 Pearson Education, Inc
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A
leader does not have to be someone who holds
a formal position or title
...
Both are necessary for organizational
success
Copyright © 2011 Pearson Education, Inc
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Both are necessary for
organizational success
Copyright © 2011 Pearson Education, Inc
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Initially this theory was based on studies that looked at over 80 different
traits, which allowed almost anything to be defined as leadership
...
These are………
Essential Leadership Traits
–
–
–
–
Extroversion
Conscientiousness
Openness
Emotional Intelligence (Qualified)
Copyright © 2011 Pearson Education, Inc
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Copyright © 2011 Pearson Education, Inc
...
publishing as Prentice Hall
12-6
Important Behavioral Studies
Ohio
Michigan
• Initiating structure
• Consideration
• Employee-oriented
• Productionoriented
Copyright © 2011 Pearson Education, Inc
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publishing as Prentice Hall
12-8
Fiedler Model
Effective group performance depends on the proper
match between leadership style and the degree to which
the situation gives the leader control
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12-9
Graphic Representation of Fiedler’s Model
Used to
determine
which type
of leader
to use in a
given
situation
E X H I B I T 12-2
Copyright © 2011 Pearson Education, Inc
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Copyright © 2011 Pearson Education, Inc
...
publishing as Prentice Hall
12-12
Situational Leadership Theory
A model that focuses on follower “readiness”
– Followers can accept or reject the leader
– Effectiveness depends on the followers’ response to the
leader’s actions
– “Readiness” is the extent to which people have the ability
and willingness to accomplish a specific task
Ability to follow
Willingness to Follow
Leadership Behavior
Unable
Unwilling
Give clear and specific directions
Unable
Willing
Display high task orientation
Able
Unwilling
Use a supportive and participatory
style
Able
Willing
Doesn’t need to do much
Copyright © 2011 Pearson Education, Inc
...
publishing as Prentice Hall
12-14
Vroom and Yetton’s Leader-Participation Model
How a leader makes decisions is as important as what is
decided
Premise: Situational variables interact with leadership
attributes to impact the behavior of the leader
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– This is a normative model that tells leaders how participative
to be in their decision making of a decision tree
• Five leadership styles
• Twelve contingency variables
E X H I B I T 12-5
Copyright © 2011 Pearson Education, Inc
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publishing as Prentice Hall
Out Groups
• Managed by formal
rules and policies
• Receive less of the
leader’s attention /
fewer exchanges
• More likely to
retaliate against the
organization
12-16
Charismatic Leadership
Charisma means gift in Greek
Vision
Unconventional
Behavior
Sensitivity to
Followers
Personal Risk
Copyright © 2011 Pearson Education, Inc
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publishing as Prentice Hall
Demonstrate
the Vision
12-18
Transformational Leaders
Inspire followers to transcend their self-interests for
the good of the organization
Transactional
Transformational
• Contingent Reward
• Management by Exception
(active)
• Management by Exception
(passive)
• Laissez-Faire
•
•
•
•
Idealized Influence
Inspirational Motivation
Intellectual Stimulation
Individualized Consideration
Copyright © 2011 Pearson Education, Inc
...
publishing as Prentice Hall
12-20
Authentic Leaders
• Authentic leaders know who they
are, what they believe in and value,
and act upon those values and beliefs
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When we assess leadership, we must
assess not just the goals themselves
but also the means by which those
goals are achieved
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publishing as Prentice Hall
12-21
Trust and Leadership
Trust – a psychological state that exists when you agree
to make yourself vulnerable to another because you
have a positive expectation for how things are going to
turn out
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publishing as Prentice Hall
Desired
Attitudes
12-22
How is Trust Developed?
Trust
Action: Risk Taking,
Information Sharing,
Group Effectiveness,
and Productivity
Leadership
Action:
Integrity,
Benevolence,
Ability
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Career
Functions
Psychological
Functions
Helping the protégé gain skills and
abilities
Counseling the protégé to bolster
his/her confidence
Lobbying for the protégé to get
better assignments
Sharing personal experiences with
the protégé
Providing exposure to influential
individuals in the organization
Providing friendship and
acceptance
Acting as a sounding board for
ideas
Acting as a role model
Copyright © 2011 Pearson Education, Inc
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publishing as Prentice Hall
12-25
Global Implications
These leadership theories are primarily studied in
English-speaking countries
GLOBE does have some country-specific insights
– Brazilian teams prefer leaders who are high in consideration,
participative, and have high LPC scores
– French workers want a leader who is high on initiating
structure and task-oriented
– Egyptian employees value team-oriented, participative
leadership, while keeping a high-power distance
– Chinese workers may favor a moderately participative style
Leaders should take culture into account
The GLOBE Study
Copyright © 2011 Pearson Education, Inc
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•
Extroversion, conscientiousness, and openness all show consistent relationships to
leadership
...
•
Need to take into account the situational variables, especially the impact of
followers
...
•
Leaders must be seen as authentic and trustworthy
...
Copyright © 2011 Pearson Education, Inc
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No part of this publication may be reproduced,
stored in a retrieval system, or transmitted, in any form or by any
means, electronic, mechanical, photocopying, recording, or otherwise,
without the prior written permission of the publisher
...
Copyright ©2011 Pearson Education,
Inc
...
Publishing as Prentice Hall
12-28
Title: Principles of Management
Description: 1st year's second semester notes
Description: 1st year's second semester notes