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17 Leadership Tricks

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The document outlines key concepts in leadership theory, including: - Early theories focused on identifying leadership traits or behaviors but had mixed results. Later behavioral theories identified two dimensions - task orientation and relationship orientation. - Contingency theories propose that leadership effectiveness depends on matching leadership style to situational factors. Fiedler's model and situational leadership theory examine this. - Contemporary views distinguish transactional from transformational leadership and discuss charismatic, visionary, and team leadership. - Current issues include developing credibility, providing ethical leadership, empowering employees, and addressing cross-cultural differences in leadership.

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Leadership Chapter 17
L E A R N I N G O U T L I N E Follow this Learning Outline as you read and study this chapter. ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
L E A R N I N G O U T L I N E (cont’d) Follow this Learning Outline as you read and study this chapter. ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
L E A R N I N G O U T L I N E (cont’d) Follow this Learning Outline as you read and study this chapter. ,[object Object],[object Object],[object Object],[object Object]
Leaders and Leadership ,[object Object],[object Object],[object Object],[object Object],[object Object]
Early Leadership Theories ,[object Object],[object Object],[object Object],[object Object]
Exhibit 17–1 Seven Traits Associated with Leadership Source: S. A. Kirkpatrick and E. A. Locke, “Leadership: Do Traits Really Matter?” Academy of Management Executive, May 1991, pp. 48–60; T. A. Judge, J. E. Bono, R. llies, and M. W. Gerhardt, “Personality and Leadership: A Qualitative and Quantitative Review,” Journal of Applied Psychology, August 2002, pp. 765–780.
Exhibit 17–2 Behavioral Theories of Leadership
Exhibit 17–2 (cont’d) Behavioral Theories of Leadership
Early Leadership Theories (cont’d) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Early Leadership Theories (cont’d) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Early Leadership Theories (cont’d) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The Managerial Grid ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Exhibit 17–3 The Managerial Grid Source: Reprinted by permission of Harvard Business Review . An exhibit from “Breakthrough in Organization Development” by Robert R. Blake, Jane S. Mouton, Louis B. Barnes, and Larry E. Greiner, November–December 1964, p. 136. Copyright © 1964 by the President and Fellows of Harvard College. All rights reserved.
Contingency Theories of Leadership ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Contingency Theories… (cont’d) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Exhibit 17–4 Findings of the Fiedler Model
Contingency Theories… (cont’d) ,[object Object],[object Object],[object Object],[object Object],[object Object]
Contingency Theories… (cont’d) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Contingency Theories… (cont’d) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Contingency Theories… (cont’d) ,[object Object],[object Object]
Contingency Theories… (cont’d) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Exhibit 17–5 Leadership Styles in the Vroom Leader Participation Model ,[object Object],[object Object],[object Object],[object Object],[object Object],Source: Based on V. Vroom, “Leadership and the Decision-Making Process,” Organizational Dynamics , vol. 28, no. 4 (2000), p. 84.
Exhibit 17–6 Time-Driven Model Source: Adapted from V. Vroom, “Leadership and the Decision-Making Process,” Organizational Dynamics , vol. 28, no. 4 (2000), p. 87.
Contingency Theories… (cont’d) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Exhibit 17–7 Path-Goal Theory
Contemporary Views on Leadership ,[object Object],[object Object],[object Object],[object Object],[object Object]
Contemporary Views…(cont’d) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Contemporary Views…(cont’d) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Contemporary Views…(cont’d) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Exhibit 17–8 Specific Team Leadership Roles
Leadership Issues in the 21 st Century ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Developing Credibility and Trust ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Exhibit 17–9 Suggestions for Building Trust Practice openness. Be fair. Speak your feelings. Tell the truth. Show consistency. Fulfill your promises. Maintain confidences. Demonstrate competence.
Providing Ethical Leadership ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Empowering Employees ,[object Object],[object Object],[object Object],[object Object],[object Object]
Cross-Cultural Leadership ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Exhibit 17–10 Selected Cross-Cultural Leadership Findings ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Source: Based on J. C. Kennedy, “Leadership in Malaysia: Traditional Values, International Outlook,” Academy of Management Executive, August 2002, pp. 15–17; F.C. Brodbeck, M. Frese, and M. Javidan, “Leadership Made in Germany: Low on Compassion, High on Performance,” Academy of Management Executive, February 2002, pp. 16–29; M. F. Peterson and J. G. Hunt, “International Perspectives on International Leadership,” Leadership Quarterly, Fall 1997, pp. 203–31; R. J. House and R. N. Aditya, “The Social Scientific Study of Leadership: Quo Vadis?” Journal of Management, vol. 23, no. 3, (1997), p. 463; and R. J. House, “Leadership in the Twenty-First Century,” in A. Howard (ed.), The Changing Nature of Work (San Francisco: Jossey-Bass, 1995), p. 442.
Gender Differences and Leadership ,[object Object],[object Object],[object Object],[object Object],[object Object]
Exhibit 17–11 Where Female Managers Do Better: A Scorecard Source: R. Sharpe, “As Leaders, Women Rule,” BusinessWeek, November 20. 2000, p. 75.
Basics of Leadership ,[object Object],[object Object],[object Object],[object Object]
Leadership Can Be Irrelevant! ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Terms to Know ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Terms to Know (cont’d) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

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17 Leadership Tricks

  • 2.
  • 3.
  • 4.
  • 5.
  • 6.
  • 7. Exhibit 17–1 Seven Traits Associated with Leadership Source: S. A. Kirkpatrick and E. A. Locke, “Leadership: Do Traits Really Matter?” Academy of Management Executive, May 1991, pp. 48–60; T. A. Judge, J. E. Bono, R. llies, and M. W. Gerhardt, “Personality and Leadership: A Qualitative and Quantitative Review,” Journal of Applied Psychology, August 2002, pp. 765–780.
  • 8. Exhibit 17–2 Behavioral Theories of Leadership
  • 9. Exhibit 17–2 (cont’d) Behavioral Theories of Leadership
  • 10.
  • 11.
  • 12.
  • 13.
  • 14. Exhibit 17–3 The Managerial Grid Source: Reprinted by permission of Harvard Business Review . An exhibit from “Breakthrough in Organization Development” by Robert R. Blake, Jane S. Mouton, Louis B. Barnes, and Larry E. Greiner, November–December 1964, p. 136. Copyright © 1964 by the President and Fellows of Harvard College. All rights reserved.
  • 15.
  • 16.
  • 17. Exhibit 17–4 Findings of the Fiedler Model
  • 18.
  • 19.
  • 20.
  • 21.
  • 22.
  • 23.
  • 24. Exhibit 17–6 Time-Driven Model Source: Adapted from V. Vroom, “Leadership and the Decision-Making Process,” Organizational Dynamics , vol. 28, no. 4 (2000), p. 87.
  • 25.
  • 27.
  • 28.
  • 29.
  • 30.
  • 31. Exhibit 17–8 Specific Team Leadership Roles
  • 32.
  • 33.
  • 34. Exhibit 17–9 Suggestions for Building Trust Practice openness. Be fair. Speak your feelings. Tell the truth. Show consistency. Fulfill your promises. Maintain confidences. Demonstrate competence.
  • 35.
  • 36.
  • 37.
  • 38.
  • 39.
  • 40. Exhibit 17–11 Where Female Managers Do Better: A Scorecard Source: R. Sharpe, “As Leaders, Women Rule,” BusinessWeek, November 20. 2000, p. 75.
  • 41.
  • 42.
  • 43.
  • 44.