This document summarizes key points from Chapter 11 of Organizational Behavior regarding leadership. It discusses the differences between leadership and management, situational contingency approaches to leadership including Fiedler's contingency model and House's path-goal theory, attributional approaches focusing on leadership prototypes, and emerging perspectives such as charismatic, transformational, and self-managing team leadership. The summary provides an overview of the essential concepts covered in the chapter.
This document discusses various theories of leadership. It defines leadership as influencing a group toward goals, versus management which uses authority to obtain compliance. Trait theories examine personality traits that differentiate leaders, like extroversion and emotional intelligence. Behavioral theories propose specific skills can be taught. Contingency theories note the importance of situational factors. Models discussed include Fiedler, situational leadership theory, path-goal theory, and charismatic/transformational leadership. Trust and cultural factors also impact leadership effectiveness.
This document provides an overview of several theories and styles of leadership. It discusses early theories including trait theory, which proposed that leaders possess certain innate traits. Behavioral theories focused on defining leadership behaviors that can be learned. Participative leadership theories emphasized involving others in decision-making. Lewin's research identified democratic, autocratic, and laissez-faire styles. Situational leadership proposes that the best style depends on situational factors and the maturity or ability of followers. Overall, the document traces the historical development of leadership theories and compares different approaches.
This document discusses the nature of leadership and provides an overview of leadership theories. It defines leadership in several ways and explores the differences between leadership and management. Leadership has been studied using various approaches, including trait, behavior, power-influence, situational, and integrative. Theories can be compared based on their key variables like characteristics of the leader, followers, and situation. Theories also differ in their level of conceptualization from intra-individual to organizational processes. Effective leadership is assessed based on outcomes for followers and the organization. While no single approach can fully explain leadership, integrating different variables provides a more comprehensive understanding.
The document discusses several theories of leadership, including trait theories, behavioral theories, and contingency theories. Trait theories focus on identifying personality traits and characteristics associated with effective leadership. Behavioral theories examine what leaders do and how they act. Contingency theories emphasize that leadership effectiveness depends on interactions between leaders, followers, tasks, and situations. Specific theories covered include the Ohio State leadership studies, path-goal theory, Fiedler's contingency model, Hersey-Blanchard situational theory, and leader-member exchange theory.
The document discusses various theories and styles of leadership. It covers trait theory, behavioral theories including Ohio State studies and University of Michigan studies, contingency theories like Fiedler model and situational leadership, and transformational leadership. It also outlines different leadership styles such as autocratic, democratic, laissez-faire, paternalistic, personal, impersonal, functional, and charismatic. Additionally, it discusses Likert's leadership styles and styles presented in path-goal theory.
This document defines leadership and contrasts it with management. It then outlines several theories of leadership, including: trait theories, which examine personality traits that differentiate leaders; behavioral theories, which focus on specific leader behaviors; and contingency theories, which emphasize that effective leadership depends on matching a leader's style to situational factors. The document also discusses charismatic, transformational, authentic, and servant leadership theories as well as challenges to leadership effectiveness.
The document discusses three major theories of leadership behavior: the Ohio State studies, University of Michigan studies, and the Managerial Grid model. The Ohio State and Michigan studies identified two dimensions of leadership behavior: task-oriented and relationship-oriented. Relationship-oriented behaviors focus on trust, participation, and support, while task-oriented behaviors emphasize goal-setting and direction. The Managerial Grid identifies five leadership styles based on concern for production and people, ranging from indifferent to team leadership. Team leadership, with high concern for both tasks and relationships, is considered the most effective style.
This document discusses various theories of leadership. It defines leadership as influencing a group toward goals, versus management which uses authority to obtain compliance. Trait theories examine personality traits that differentiate leaders, like extroversion and emotional intelligence. Behavioral theories propose specific skills can be taught. Contingency theories note the importance of situational factors. Models discussed include Fiedler, situational leadership theory, path-goal theory, and charismatic/transformational leadership. Trust and cultural factors also impact leadership effectiveness.
This document provides an overview of several theories and styles of leadership. It discusses early theories including trait theory, which proposed that leaders possess certain innate traits. Behavioral theories focused on defining leadership behaviors that can be learned. Participative leadership theories emphasized involving others in decision-making. Lewin's research identified democratic, autocratic, and laissez-faire styles. Situational leadership proposes that the best style depends on situational factors and the maturity or ability of followers. Overall, the document traces the historical development of leadership theories and compares different approaches.
This document discusses the nature of leadership and provides an overview of leadership theories. It defines leadership in several ways and explores the differences between leadership and management. Leadership has been studied using various approaches, including trait, behavior, power-influence, situational, and integrative. Theories can be compared based on their key variables like characteristics of the leader, followers, and situation. Theories also differ in their level of conceptualization from intra-individual to organizational processes. Effective leadership is assessed based on outcomes for followers and the organization. While no single approach can fully explain leadership, integrating different variables provides a more comprehensive understanding.
The document discusses several theories of leadership, including trait theories, behavioral theories, and contingency theories. Trait theories focus on identifying personality traits and characteristics associated with effective leadership. Behavioral theories examine what leaders do and how they act. Contingency theories emphasize that leadership effectiveness depends on interactions between leaders, followers, tasks, and situations. Specific theories covered include the Ohio State leadership studies, path-goal theory, Fiedler's contingency model, Hersey-Blanchard situational theory, and leader-member exchange theory.
The document discusses various theories and styles of leadership. It covers trait theory, behavioral theories including Ohio State studies and University of Michigan studies, contingency theories like Fiedler model and situational leadership, and transformational leadership. It also outlines different leadership styles such as autocratic, democratic, laissez-faire, paternalistic, personal, impersonal, functional, and charismatic. Additionally, it discusses Likert's leadership styles and styles presented in path-goal theory.
This document defines leadership and contrasts it with management. It then outlines several theories of leadership, including: trait theories, which examine personality traits that differentiate leaders; behavioral theories, which focus on specific leader behaviors; and contingency theories, which emphasize that effective leadership depends on matching a leader's style to situational factors. The document also discusses charismatic, transformational, authentic, and servant leadership theories as well as challenges to leadership effectiveness.
The document discusses three major theories of leadership behavior: the Ohio State studies, University of Michigan studies, and the Managerial Grid model. The Ohio State and Michigan studies identified two dimensions of leadership behavior: task-oriented and relationship-oriented. Relationship-oriented behaviors focus on trust, participation, and support, while task-oriented behaviors emphasize goal-setting and direction. The Managerial Grid identifies five leadership styles based on concern for production and people, ranging from indifferent to team leadership. Team leadership, with high concern for both tasks and relationships, is considered the most effective style.
Ohio & Michigan state theories of leadershipIsha Joshi
The document discusses two major theories of leadership: the Ohio State Leadership Theory and the Michigan State Leadership Theory. The Ohio State model identifies two dimensions of leadership behavior - consideration (people-oriented) and initiating structure (task-oriented). The Michigan State model found that production-centered leadership focused on tasks while employee-centered leadership focused on relationships and satisfaction, leading to better performance and lower turnover. Both theories contribute to understanding that effective leadership balances both task and relationship behaviors.
The document discusses motivation and leadership theories. It defines motivation as an internal drive to meet needs. Several motivation theories are outlined, including Maslow's hierarchy of needs and McClelland's theory of needs. Leadership is defined as influencing others towards goals. Different leadership styles are discussed, including directive, supportive, participative, and achievement-oriented styles. The relationship between leadership styles and situational factors like subordinate and task characteristics is also examined. Qualities of successful leaders and ways to improve leadership skills are presented.
The document discusses various concepts and theories of leadership. It defines leadership as influencing people to work together to achieve common goals. It describes several principles of effective leadership including being technically proficient, making sound decisions, setting an example, and keeping workers informed. The document also summarizes several theories of leadership such as trait theory, situational theory, transformational theory, and transactional theory. It discusses different leadership styles like autocratic, democratic, and laissez-faire. In the end, it emphasizes that nurses can demonstrate leadership both within their workplace and through community volunteer roles.
Theories of leadership and functions dtChabiCuizon
The document discusses several theories of leadership:
1) Great Man theory which believes leadership is innate and leaders are born not made.
2) Trait theory which believes certain qualities and traits make people better suited for leadership.
3) Situational/Contingency theory which believes the most effective leadership depends on situational factors.
4) Behavioral theory which believes leadership can be learned through teaching and observation.
5) Participative theory which emphasizes encouraging participation and input from group members in decision making.
Kumpulan 1 Leadership Behaviour and Motivationainull2
The document summarizes several influential studies on leadership styles from the 1940s-1960s. It discusses the three styles identified in the 1939 Iowa Studies: authoritarian, democratic, and laissez-faire. It then covers the findings from the University of Michigan studies in the 1950s that identified job-centered and employee-centered leadership styles. Finally, it discusses the Ohio State Leadership Model from 1945 that identified two leadership dimensions: initiating structure and consideration. The studies found that democratic and employee-centered styles generally led to higher employee satisfaction and performance compared to authoritarian and job-centered styles.
Organizational Behavior business case project. Understanding consumer behavior is the key to success in business. No matter internal with employees or external with supply chains, customers, distributers, a structure of team, the culture, and the policy are elements might influence working-efficiency or even entire company.
The document discusses leadership styles and communication. It describes an autocratic leadership style where the leader makes all decisions without input from followers. It also describes a democratic style where the leader involves followers in decision making and problem solving. Effective leadership requires blending styles depending on the situation. Leaders must communicate clearly by reading instructions, writing clearly, listening to followers, and public speaking. Delegating tasks is important but leaders remain responsible.
This document provides an overview of leadership theories and frameworks. It discusses classic studies on trait, behavioral, and contingency theories of leadership. It also outlines modern theories including Fiedler's contingency model, situational leadership theory, path-goal theory, charismatic leadership, and the differences between transactional and transformational leaders. Finally, it identifies skills needed for effective leadership such as communication, problem solving, managing conflict, and motivating others.
Impact of leadership on organizational performanceFaheem Ulhaq
The document summarizes a study that investigated the impact of leadership behaviors on organizational performance in Polymer container, a manufacturing company in Faisalabad. The study collected data through questionnaires from 29 of the company's 54 employees. The results showed there is a strong impact of leadership behaviors on organizational performance. Specifically, the CEO's democratic and transactional leadership style that focuses on employees was found to be a major reason for the company's success.
The document discusses several leadership theories including trait theory, behavioral theory, and situational/contingency theories. It specifically focuses on explaining Hersey and Blanchard's Situational Leadership Theory. This theory proposes that effective leadership depends on matching the leader's style to followers' readiness level. The theory identifies four leadership styles - telling, selling, participating, and delegating - that should be used depending on if followers have low or high competence and commitment. The key to success is for leaders to identify followers' maturity levels and adapt their style accordingly.
Leadership is a process of directing and influencing people to accomplish goals. The document discusses several important theories of leadership including: 1) Blake and Mouton's Managerial Grid which identifies 5 leadership styles based on task and people orientation. 2) House's Path-Goal Theory which proposes that a leader's style should match their subordinates and environment. 3) The Great Man Theory which suggests great leaders are born with innate leadership traits. 4) Trait Theory which identifies core personality traits of successful leaders. 5) LMX Theory which proposes leaders form different quality relationships ("in-groups" and "out-groups") with subordinates.
The document discusses leadership behavior, attitudes, styles, and effectiveness. It begins by outlining the objectives of explaining key leadership dimensions, behaviors, attitudes, styles, and selecting the most appropriate style. It then covers classic dimensions of initiating structure and consideration behaviors. It describes task-related and relationship-oriented leadership attitudes and behaviors. 360-degree feedback is explained as a tool for leaders to improve. Participative, autocratic, entrepreneurial, and Leadership Grid styles are outlined. Research on gender differences in styles is discussed, noting that effectiveness is perceived the same between men and women. The conclusion emphasizes selecting leadership styles based on diagnosing the situation.
UNIT - V: LEADERSHIP: The Core of Leadership: Influence- Functions of Leaders-
Leadership Style- Leadership Development; Change and Development: Model for Managing
Change- Forces for Change- Need for Change- Alternative Change Techniques- New Trends
in Organizational Change.
The document discusses various theories of leadership. It begins by defining leadership as the ability to influence others toward goals, and management as using authority to obtain compliance. It then covers trait theories that identify personality traits of leaders. Behavioral theories propose that specific behaviors differentiate leaders. Important behavioral studies identified two dimensions of leader behavior: initiating structure and consideration. Contingency theories note that leadership effectiveness depends on the environment. Fiedler's model and Hersey-Blanchard's model are discussed as contingency theories. The document also summarizes leader-member exchange theory and other contemporary leadership approaches.
UNIT - IV: ORGANIZING: Concept- Nature- Process and Significance; Authority and
Responsibility Relationships - Delegation, Decentralization - Departmentation basis and
formats; Formal and Informal Organization - Changing patterns in Organization structures in
the Knowledge economy.
This document discusses various leadership styles and theories. It begins by distinguishing between leadership and management, noting that leaders take a more active role in achieving goals while managers play a relatively passive role. It then describes several leadership styles including autocratic, participative, and laissez-faire. It also covers leadership theories such as the trait theory, behavioral theories including the Ohio State and University of Michigan studies, and contingency theories including Fiedler's model and the situational leadership theory. Overall, the document provides an overview of key concepts in leadership studies.
1. There are several theories that attempt to explain what makes a good leader, including trait theories, behavioral theories, situational theories, and contingency theories.
2. Situational theories propose that leadership effectiveness depends on factors like the interaction between leaders and followers, the structure of the work, and elements of different situational theories like the Blake-Mouton Managerial Grid and Path-Goal Theory.
3. Contingency theories assess a leader's style and suggest that certain styles may be more effective depending on aspects of the situation like leader-member relations, task structure, and position power.
This document discusses various theories and models of leadership and organizational culture. It begins by defining leadership in different ways and describing early trait models. It then summarizes Fiedler's contingency theory, path-goal theory, the Vroom-Yetton decision model, the Hersey-Blanchard life-cycle model, attribution models, and leader-member exchange theory. Later sections cover charismatic leadership, transformational leadership, organizational culture, and strategies for leading cultural development. It concludes by discussing leadership and management in public organizations.
The document discusses various leadership theories and approaches including:
1. The behavioral approach which looked at what effective leaders do through studies identifying two types of behaviors - structure and consideration.
2. Contingency theories which emphasize that a leader's effectiveness depends on how well their style fits the situation, such as the Fiedler model, path-goal theory, and Vroom-Yetton decision model.
3. Transformational leadership which inspires followers and transforms organizations through vision, motivation, intellectual stimulation and individual consideration.
The document also briefly touches on servant leadership, superleadership, stewardship, and entrepreneurial leadership.
Leadership involves inspiring others to accomplish important tasks. Contemporary leadership faces challenges like short timeframes and complex problems. Leaders use power to influence others for the common good rather than personal gain. Important leadership traits include drive, confidence, and integrity. Leadership styles vary in their concern for tasks versus people. Contingency theories suggest the most effective leadership style depends on situational factors like follower readiness and control over the situation.
This document summarizes key points from Chapter 1 of the textbook "Organizational Behavior". It discusses 4 study questions: 1) what is organizational behavior and why it is important; 2) what organizations are like as work settings; 3) the nature of managerial work; and 4) how we learn about organizational behavior. For each question, it lists several bullet points addressing topics like the definition of organizational behavior, characteristics of organizations, managerial responsibilities, and methods of learning about human behavior in professional settings.
Ohio & Michigan state theories of leadershipIsha Joshi
The document discusses two major theories of leadership: the Ohio State Leadership Theory and the Michigan State Leadership Theory. The Ohio State model identifies two dimensions of leadership behavior - consideration (people-oriented) and initiating structure (task-oriented). The Michigan State model found that production-centered leadership focused on tasks while employee-centered leadership focused on relationships and satisfaction, leading to better performance and lower turnover. Both theories contribute to understanding that effective leadership balances both task and relationship behaviors.
The document discusses motivation and leadership theories. It defines motivation as an internal drive to meet needs. Several motivation theories are outlined, including Maslow's hierarchy of needs and McClelland's theory of needs. Leadership is defined as influencing others towards goals. Different leadership styles are discussed, including directive, supportive, participative, and achievement-oriented styles. The relationship between leadership styles and situational factors like subordinate and task characteristics is also examined. Qualities of successful leaders and ways to improve leadership skills are presented.
The document discusses various concepts and theories of leadership. It defines leadership as influencing people to work together to achieve common goals. It describes several principles of effective leadership including being technically proficient, making sound decisions, setting an example, and keeping workers informed. The document also summarizes several theories of leadership such as trait theory, situational theory, transformational theory, and transactional theory. It discusses different leadership styles like autocratic, democratic, and laissez-faire. In the end, it emphasizes that nurses can demonstrate leadership both within their workplace and through community volunteer roles.
Theories of leadership and functions dtChabiCuizon
The document discusses several theories of leadership:
1) Great Man theory which believes leadership is innate and leaders are born not made.
2) Trait theory which believes certain qualities and traits make people better suited for leadership.
3) Situational/Contingency theory which believes the most effective leadership depends on situational factors.
4) Behavioral theory which believes leadership can be learned through teaching and observation.
5) Participative theory which emphasizes encouraging participation and input from group members in decision making.
Kumpulan 1 Leadership Behaviour and Motivationainull2
The document summarizes several influential studies on leadership styles from the 1940s-1960s. It discusses the three styles identified in the 1939 Iowa Studies: authoritarian, democratic, and laissez-faire. It then covers the findings from the University of Michigan studies in the 1950s that identified job-centered and employee-centered leadership styles. Finally, it discusses the Ohio State Leadership Model from 1945 that identified two leadership dimensions: initiating structure and consideration. The studies found that democratic and employee-centered styles generally led to higher employee satisfaction and performance compared to authoritarian and job-centered styles.
Organizational Behavior business case project. Understanding consumer behavior is the key to success in business. No matter internal with employees or external with supply chains, customers, distributers, a structure of team, the culture, and the policy are elements might influence working-efficiency or even entire company.
The document discusses leadership styles and communication. It describes an autocratic leadership style where the leader makes all decisions without input from followers. It also describes a democratic style where the leader involves followers in decision making and problem solving. Effective leadership requires blending styles depending on the situation. Leaders must communicate clearly by reading instructions, writing clearly, listening to followers, and public speaking. Delegating tasks is important but leaders remain responsible.
This document provides an overview of leadership theories and frameworks. It discusses classic studies on trait, behavioral, and contingency theories of leadership. It also outlines modern theories including Fiedler's contingency model, situational leadership theory, path-goal theory, charismatic leadership, and the differences between transactional and transformational leaders. Finally, it identifies skills needed for effective leadership such as communication, problem solving, managing conflict, and motivating others.
Impact of leadership on organizational performanceFaheem Ulhaq
The document summarizes a study that investigated the impact of leadership behaviors on organizational performance in Polymer container, a manufacturing company in Faisalabad. The study collected data through questionnaires from 29 of the company's 54 employees. The results showed there is a strong impact of leadership behaviors on organizational performance. Specifically, the CEO's democratic and transactional leadership style that focuses on employees was found to be a major reason for the company's success.
The document discusses several leadership theories including trait theory, behavioral theory, and situational/contingency theories. It specifically focuses on explaining Hersey and Blanchard's Situational Leadership Theory. This theory proposes that effective leadership depends on matching the leader's style to followers' readiness level. The theory identifies four leadership styles - telling, selling, participating, and delegating - that should be used depending on if followers have low or high competence and commitment. The key to success is for leaders to identify followers' maturity levels and adapt their style accordingly.
Leadership is a process of directing and influencing people to accomplish goals. The document discusses several important theories of leadership including: 1) Blake and Mouton's Managerial Grid which identifies 5 leadership styles based on task and people orientation. 2) House's Path-Goal Theory which proposes that a leader's style should match their subordinates and environment. 3) The Great Man Theory which suggests great leaders are born with innate leadership traits. 4) Trait Theory which identifies core personality traits of successful leaders. 5) LMX Theory which proposes leaders form different quality relationships ("in-groups" and "out-groups") with subordinates.
The document discusses leadership behavior, attitudes, styles, and effectiveness. It begins by outlining the objectives of explaining key leadership dimensions, behaviors, attitudes, styles, and selecting the most appropriate style. It then covers classic dimensions of initiating structure and consideration behaviors. It describes task-related and relationship-oriented leadership attitudes and behaviors. 360-degree feedback is explained as a tool for leaders to improve. Participative, autocratic, entrepreneurial, and Leadership Grid styles are outlined. Research on gender differences in styles is discussed, noting that effectiveness is perceived the same between men and women. The conclusion emphasizes selecting leadership styles based on diagnosing the situation.
UNIT - V: LEADERSHIP: The Core of Leadership: Influence- Functions of Leaders-
Leadership Style- Leadership Development; Change and Development: Model for Managing
Change- Forces for Change- Need for Change- Alternative Change Techniques- New Trends
in Organizational Change.
The document discusses various theories of leadership. It begins by defining leadership as the ability to influence others toward goals, and management as using authority to obtain compliance. It then covers trait theories that identify personality traits of leaders. Behavioral theories propose that specific behaviors differentiate leaders. Important behavioral studies identified two dimensions of leader behavior: initiating structure and consideration. Contingency theories note that leadership effectiveness depends on the environment. Fiedler's model and Hersey-Blanchard's model are discussed as contingency theories. The document also summarizes leader-member exchange theory and other contemporary leadership approaches.
UNIT - IV: ORGANIZING: Concept- Nature- Process and Significance; Authority and
Responsibility Relationships - Delegation, Decentralization - Departmentation basis and
formats; Formal and Informal Organization - Changing patterns in Organization structures in
the Knowledge economy.
This document discusses various leadership styles and theories. It begins by distinguishing between leadership and management, noting that leaders take a more active role in achieving goals while managers play a relatively passive role. It then describes several leadership styles including autocratic, participative, and laissez-faire. It also covers leadership theories such as the trait theory, behavioral theories including the Ohio State and University of Michigan studies, and contingency theories including Fiedler's model and the situational leadership theory. Overall, the document provides an overview of key concepts in leadership studies.
1. There are several theories that attempt to explain what makes a good leader, including trait theories, behavioral theories, situational theories, and contingency theories.
2. Situational theories propose that leadership effectiveness depends on factors like the interaction between leaders and followers, the structure of the work, and elements of different situational theories like the Blake-Mouton Managerial Grid and Path-Goal Theory.
3. Contingency theories assess a leader's style and suggest that certain styles may be more effective depending on aspects of the situation like leader-member relations, task structure, and position power.
This document discusses various theories and models of leadership and organizational culture. It begins by defining leadership in different ways and describing early trait models. It then summarizes Fiedler's contingency theory, path-goal theory, the Vroom-Yetton decision model, the Hersey-Blanchard life-cycle model, attribution models, and leader-member exchange theory. Later sections cover charismatic leadership, transformational leadership, organizational culture, and strategies for leading cultural development. It concludes by discussing leadership and management in public organizations.
The document discusses various leadership theories and approaches including:
1. The behavioral approach which looked at what effective leaders do through studies identifying two types of behaviors - structure and consideration.
2. Contingency theories which emphasize that a leader's effectiveness depends on how well their style fits the situation, such as the Fiedler model, path-goal theory, and Vroom-Yetton decision model.
3. Transformational leadership which inspires followers and transforms organizations through vision, motivation, intellectual stimulation and individual consideration.
The document also briefly touches on servant leadership, superleadership, stewardship, and entrepreneurial leadership.
Leadership involves inspiring others to accomplish important tasks. Contemporary leadership faces challenges like short timeframes and complex problems. Leaders use power to influence others for the common good rather than personal gain. Important leadership traits include drive, confidence, and integrity. Leadership styles vary in their concern for tasks versus people. Contingency theories suggest the most effective leadership style depends on situational factors like follower readiness and control over the situation.
This document summarizes key points from Chapter 1 of the textbook "Organizational Behavior". It discusses 4 study questions: 1) what is organizational behavior and why it is important; 2) what organizations are like as work settings; 3) the nature of managerial work; and 4) how we learn about organizational behavior. For each question, it lists several bullet points addressing topics like the definition of organizational behavior, characteristics of organizations, managerial responsibilities, and methods of learning about human behavior in professional settings.
This document provides an overview of various leadership theories discussed in a class on leadership theories taught by Professor Sherrie Lu. It summarizes trait theories, behavioral theories including the Ohio and Michigan studies, contingency theories like Fiedler's and path-goal theory, and contemporary theories like transactional and transformational leadership. Key concepts covered include the nature of leadership, managing vs leadership, consideration vs initiating structure behaviors, leadership styles, and how the most effective leadership style depends on situational or contingency factors.
The document discusses various theories and aspects of leadership. It covers trait theories, behavioral theories, contingency theories like Fiedler's model and situational leadership. It also discusses transformational leadership and its key characteristics of vision, charisma, and empowerment. Current issues in leadership development discussed include emotional intelligence, gender differences in leadership styles, and Peter Drucker's view of "old-fashioned" leadership based on hard work.
This document provides an overview of several leadership theories:
- Trait theory, which initially focused on identifying personality traits of great leaders. Research was unable to identify a consistent set of traits.
- Behavioral theory shifted the focus to what leaders do and how they act, identifying two types of behaviors: task-oriented and relationship-oriented.
- Leader-member exchange theory examines how relationships between leaders and followers develop over time and influence outcomes. It finds leaders form in-groups and out-groups.
- Contingency theory matches leaders to situations based on leadership style and situational factors. Task-motivated leaders are most effective in very favorable/unfavorable situations while relationship-motivated leaders thrive
1) Organizational behavior is the study of human behavior in organizations. It is a multidisciplinary field that examines individual and group behavior as well as organizational dynamics and processes.
2) Organizations function as work settings where people collaborate to achieve common goals. Organizations have missions, strategies, stakeholders, and cultures that influence behavior.
3) Managerial work involves coordinating and supporting the work of others. Effective managers achieve goals while maintaining commitment and enthusiasm among members.
Organizationalbehavior 638slidespresentation-090903124620-phpapp02Mubashir Abbas
Organizational behavior is the study of human behavior in organizations. It is a multidisciplinary field that examines individual and group behavior as well as organizational dynamics. Understanding organizational behavior is important for workplace success as it involves respecting people, understanding human behavior in complex systems, and embracing change. Organizations must balance high performance with employee well-being while respecting diversity and ethics.
This document contains lecture slides on leadership from a management course. It discusses different leadership theories like trait theory, behavioral theories, and contingency theories. It outlines characteristics of encouraging and discouraging leaders. It contrasts managers with leaders and describes the five sources of a leader's power. The document provides examples of leadership challenges and discusses team leadership. It also provides an example case study on leadership issues at a fresh produce company.
This document outlines several theories of leadership. Traditional theories discussed include the Great Man Theory, which posits that leaders are born not made, the Trait Theory, which identifies inherent traits of leaders, and Behavioral Theories, which focus on observable behaviors. Advanced theories examined are Contingency Theory, which emphasizes situational factors; Transformational Theory and Transactional Theory, which focus on the relationship between leaders and followers; and Servant Theory and Quantum Theory. Theories are compared and examples are provided to illustrate key concepts in leadership development.
This document outlines several historical theories of leadership:
1. Traits theories from the 1930s focused on innate qualities but were found lacking.
2. Behavioral theories of the 1940-50s examined how effective leaders differ in their actions. Ohio State University's model looked at task-oriented and relations-oriented behaviors.
3. Contingency theories from the 1960s-70s proposed that leadership effectiveness depends on matching style to situational factors. Fiedler's contingency theory and path-goal theory examined how leader style fits the context.
This document provides an overview of various leadership theories including:
- Trait theory, which proposes that leaders are born with certain traits.
- Behavioral theories like the Ohio State and University of Michigan studies, which looked at what leaders actually do and identified dimensions like consideration and initiating structure.
- Contingency theories like Fiedler's contingency model, which state that leadership effectiveness depends on matching leadership style to situational factors.
- Hersey and Blanchard's situational theory proposes selecting the right leadership style based on followers' readiness levels.
- Leader-member exchange theory recognizes that leaders form inner and outer groups among followers.
Week 1 Development of Leadership Theory(1) (2).pptssuserc38659
This document discusses various theories and perspectives on leadership. It begins by covering trait theories, which examine personal characteristics that differentiate leaders from followers. It then discusses behavioral theories that focus on observable leader behaviors. Situational theories are presented that contend there is no single best leadership style and that effectiveness depends on the situation. Transformational and charismatic leadership models are introduced that emphasize inspiring followers and pursuing organizational goals. Additional perspectives on servant leadership and leader-member exchange are also summarized.
This document discusses several theories of leadership, including:
1. Blake and Mouton's Managerial Grid theory which identifies five leadership styles based on concern for production and people.
2. House's Path-Goal Theory which proposes that a leader's job is to assist followers in achieving goals and provide direction and support.
3. Likert's Management Systems which identified four systems of management based on extensive research.
4. Transformational and Transactional leadership theories, with transformational leadership inspiring extraordinary outcomes.
This chapter discusses several theories of leadership:
1) Trait theories propose that leaders possess certain innate qualities and traits, but research has found no universal traits and traits may better predict behavior in weak situations.
2) Behavioral theories focus on specific leader behaviors and found two dimensions - consideration of employees and focus on tasks.
3) Contingency theories propose that leadership effectiveness depends on matching leader style to situational factors, such as the leader-member relationship and task structure.
4) Situational leadership theory focuses on adapting style to follower readiness levels.
5) Leader-member exchange theory finds leaders create in-groups and out-groups that impact performance and satisfaction.
This chapter discusses several theories of leadership:
1) Trait theories propose that leaders possess certain innate qualities and traits, but these theories have limitations in identifying universal traits.
2) Behavioral theories focus on specific leader behaviors and styles rather than traits, such as consideration for employees versus focus on production.
3) Contingency theories propose that effective leadership depends on matching a leader's style to situational factors, such as in Fiedler's contingency model and Hersey and Blanchard's situational leadership theory.
4) Leader-member exchange theory examines how leaders create in-groups and out-groups that impact employee performance and satisfaction.
This chapter discusses several theories of leadership:
1) Trait theories propose that leaders possess certain innate qualities and traits, but these theories have limitations in identifying universal traits.
2) Behavioral theories focus on specific leader behaviors and styles rather than traits, such as consideration for employees versus focus on production.
3) Contingency theories propose that effective leadership depends on matching a leader's style to situational factors, such as in Fiedler's contingency model and Hersey and Blanchard's situational leadership theory.
4) Leader-member exchange theory examines how leaders create in-groups and out-groups that impact employee performance and satisfaction.
This chapter discusses several theories of leadership:
1) Trait theories propose that leaders possess certain innate personality traits, but research has found no universal traits and traits may better predict behavior in weak situations.
2) Behavioral theories focus on specific leader behaviors that differentiate leaders, such as consideration for subordinates and initiating structure.
3) Contingency theories propose that effective leadership depends on matching a leader's style to situational factors, such as the leader-member relationship and task structure.
4) Situational theories like Hersey and Blanchard's suggest leaders should adapt their directive or supportive style based on follower readiness.
This chapter discusses several theories of leadership:
1) Trait theories propose that leaders possess certain innate personality traits, but research has found no universal traits and traits may better predict behavior in weak situations.
2) Behavioral theories focus on specific leader behaviors that differentiate leaders, such as consideration for subordinates and initiating structure.
3) Contingency theories propose that effective leadership depends on matching a leader's style to situational factors, such as the leader-member relationship and task structure.
4) Situational theories like Hersey and Blanchard's suggest leaders should adapt their directive or supportive style based on follower readiness.
This document provides an overview of leadership theories and definitions of leadership. It discusses early trait theories and behavioral theories of leadership. It also summarizes situational leadership theory and contingency models of leadership. The document examines different definitions of leadership and explores the differences between leadership and management.
This chapter discusses various theories of leadership. It covers trait theories, which examine personal characteristics of leaders, and behavioral theories, which focus on leaders' behaviors and consideration of followers. Situational theories like Fiedler's contingency model and path-goal theory propose that leadership effectiveness depends on situational factors. Transformational leadership aims to inspire and intellectually stimulate followers. Servant leadership emphasizes service to others, while superleadership develops followers' self-management skills. The chapter also examines leader-member exchange theory and substitutes for leadership.
The document provides details on Disney's mission statement: "We create happiness by providing the finest in entertainment for people of all ages, everywhere." It explains that Disney is one of the most successful companies in the world and their mission is to create happiness through high-quality entertainment for all people. Additional resources are provided to help write effective mission statements and business documents.
DHL's mission statement expresses its goal of providing the highest quality express and logistics solutions based on strong local expertise and the most extensive global network. Customers trust DHL as the preferred global express and logistics partner due to its quality, profitability, and market share leadership in the industry. The document provides the full text of DHL's mission statement and additional context on the importance and goals of an effective mission statement for a company.
Denny's mission is to establish beneficial supplier relationships that share a commitment to customer service, quality, and competitive pricing. Their mission statement reflects their core purpose of serving customers through quality products and services at fair prices. It aims to inspire employees by conveying the company's values of customer focus, quality, and business partnerships.
Dell's mission statement is "to be the most successful computer company in the world at delivering the best customer experience in markets we serve." The document provides Dell's exact mission statement and details how Dell aims to be the most successful computer company through delivering excellent customer experiences in the markets it serves. It also provides additional resources on writing effective mission statements with samples, formats, and tips.
The Coca Cola mission statement aims to refresh the world through their brands, inspire optimism, and create value everywhere. Specifically, the mission statement says Coca Cola strives to refresh people in body, mind and spirit, inspire optimism through their brands and actions, and make a difference everywhere they engage. Coca Cola has one of the most well-known and successful mission statements in business.
The document provides the mission statement of the Burger King located in Memphis, Tennessee. The mission statement says that the company will prepare and sell quick service food to fulfill guest needs accurately, quickly, and courteously in a clean environment, conduct business ethically with the best employees, and continue growing profitably while providing career advancement opportunities. Additional text provides context about mission statements and tips for writing one along with reiterating the content of the Burger King mission statement.
This document discusses frameworks for categorizing organizational change and the nature of change. It describes change as existing on a spectrum from smooth and incremental to discontinuous. Change can be planned and emergent, and organizations may go through predictable life cycle stages of growth involving crisis periods. Understanding the type and nature of change is necessary to effectively manage and implement change within an organization.
Google's mission statement is "To make the world's information universally accessible and useful." The document provides Google's simple but ambitious mission statement and additional context about the company. It also includes tips and examples to help write effective mission statements along with information about Google's success as one of the largest companies in the world.
IBM's mission statement outlines their goal to lead in developing and manufacturing advanced information technologies like computer systems, software, storage systems, and microelectronics. They aim to translate these advanced technologies into value for customers through professional solutions, services, and global consulting businesses.
Cyber crimes have grown with advances in computer technology. As computer use increased in business and government, it created new opportunities for criminals. Various forms of unauthorized access to classified files, financial information, and emails have occurred. Some see these actions as a form of "free speech" and do not believe restricting access to information is a crime. However, cyber crimes like computer hacking, identity theft, and accessing child pornography can be financially and emotionally devastating. While cyber crimes are often considered less violent than offline crimes, they still warrant legal penalties and ethical oversight to protect individuals and organizations online.
Cyber crime and regulations have become increasingly important issues as technology has advanced and more activities have moved online. Computers and the internet now provide access to information, communication, education, and business, but criminals also exploit these technologies. Various forms of cyber crime like cyber stalking, hacking, online pornography, and intellectual property theft negatively impact victims and society. Governments have begun implementing laws and systems to address these issues, but challenges remain in adequately protecting people and property in an online world.
Computer crime has existed since the dawn of computers in the late 1950s, with the first recorded computer crime occurring in 1958. As computer use grew throughout the 1960s and 1970s due to the increasing popularity of mainframe computers in businesses, reported computer crimes increased to hundreds per year by the mid-1970s, resulting in estimated annual losses of $300 million. Now in the modern internet era, computer crime continues to rise as networks and hacking tools become more widely accessible, enabling computer criminals to target vulnerable systems for over 30 years.
Asuh is an Islamic children's magazine published in Malaysia that teaches Islamic values and lessons to readers aged 6-12 in a simple way. It uses illustrations and colorful pages to make the content interesting and easy to understand. The magazine contains lessons on reading, exercises, facts, and other topics while promoting an Islamic message. However, the magazine could improve by addressing issues like spelling errors, uninteresting articles, and providing more useful information to help spread Islamic teachings.
This document presents a lesson plan that uses the lyrics of Don McLean's song "American Pie" to teach English through contextualizing references in the song to important songs, artists, and events from the late 1950s and 1960s rock 'n' roll era in the United States. The lesson analyzes allusions in the song to help identify musical influences from the 1950s period of innocence and optimism as well as social movements of the turbulent 1960s decade. Teachers are encouraged to use songs like "American Pie" as authentic materials that can enhance English lessons and improve students' skills at any level.
E-marketing presents many ethical and legal issues that organizations must address, including privacy, intellectual property, and fraud. Laws and regulations attempt to balance relevant stakeholder interests, though new technologies often outpace policy. Self-regulation through codes of ethics aims to foster trust and fairness, though critics argue incentives for compliance are insufficient. Emerging issues like online expression, jurisdiction, and governance require ongoing discussion to define appropriate norms and protections in the digital environment.
This document summarizes key points from Chapter 18 of the textbook Organizational Behavior. It addresses 4 study questions: 1) What is organizational design and how is it linked to strategy? 2) What is information technology and how is it used? 3) Can the design of a firm co-evolve with its environment? 4) How does a firm learn and continue to learn over time? The summary provides an overview of organizational design concepts, the role of information technology, environmental factors, and mechanisms for organizational learning.
This document summarizes key points from Chapter 17 of the textbook Organizational Behavior. It discusses 4 study questions: 1) the definition of strategy and how it relates to organizational goals, 2) the basic attributes of organizations including structure, control and centralization, 3) how work is organized through horizontal specialization and coordination methods, and 4) the characteristics of bureaucracies and common organizational structures like mechanistic, organic and hybrid forms. The summary provides an overview of the chapter's content on these topics in 3 sentences or less per question.
This document summarizes key points from Chapter 19 of the textbook Organizational Behavior. It discusses organizational culture, how to understand culture, managing culture, and using organizational development to improve firms. Specifically, it defines culture, describes how to analyze it using sagas, rituals, symbols, and shared values. It also outlines strategies to build, change, and reinforce culture as well as potential mistakes managers can make. Finally, it defines organizational development and describes interventions like surveys, meetings, and job redesign that can be used to improve external adaptation and internal integration.
This document summarizes key points from Chapter 17 of the textbook "Organizational Behavior". It addresses 4 study questions: 1) What is strategy and how is it linked to organizational goals? 2) What are the basic attributes of organizations? 3) How is work organized and coordinated? 4) What are bureaucracies and what are common structures? The summary discusses concepts like societal goals, output goals, systems goals, formal structure, division of labor, control mechanisms, coordination methods, mechanistic and organic bureaucracies, and hybrid organizational structures.
This document summarizes key concepts from Chapter 16 of the textbook Organizational Behavior. It discusses organizational change as either transformational, resulting in major overhauls, or incremental and continuous. Planned change involves identifying performance gaps and implementing strategies like education and participation to manage resistance. Innovation requires strategies and cultures committed to new ideas, as well as structures that support innovation. Stress in changing environments stems from work and life demands, and can impact performance and health, so prevention and management techniques are important.
1. Organizational
Behavior, 9/E
Schermerhorn, Hunt, and
Osborn
Prepared by
Michael K. McCuddy
Valparaiso University
John Wiley & Sons, Inc.
2. Chapter 11 Study Questions
What is leadership and how does it differ
from management?
What are situational contingency
approaches to leadership ?
What are attributional approaches to
leadership?
What are some emerging leadership
perspectives and why are they especially
important in today’s organizations?
Organizational Behavior: Chapter 11
2
3. Study Question 1: What is leadership and
how does it differ from management?
Management promotes stability or enables the
organization to run smoothly.
Leadership promotes adaptive or useful changes.
Persons in managerial positions may be involved
with both management and leadership.
Both management and leadership are needed for
organizational success.
Organizational Behavior: Chapter 11
3
4. Study Question 1: What is leadership and
how does it differ from management?
Leadership is a special case of
interpersonal influence that gets an
individual or group to do what the leader
or manager wants done.
Forms of leadership.
– Formal leadership.
– Informal leadership.
Organizational Behavior: Chapter 11
4
5. Study Question 1: What is leadership and
how does it differ from management?
Approaches to leadership.
– Trait and behavioral perspectives.
– Situational contingency perspectives.
– Attributional perspectives.
– New leadership perspectives.
Organizational Behavior: Chapter 11
5
6. Study Question 1: What is leadership and
how does it differ from management?
Trait theories.
– Assume that traits play a key role in:
• Differentiating between leaders and nonleaders.
• Predicting leader or organizational outcomes.
– Great person-trait approach.
• Earliest approach in studying leadership.
• Tried to determine the traits that characterized
great leaders.
Organizational Behavior: Chapter 11
6
7. Study Question 1: What is leadership and
how does it differ from management?
Pick up Figure 11.1 from the textbook.
Organizational Behavior: Chapter 11
7
8. Study Question 1: What is leadership and
how does it differ from management?
Behavioral theories.
– Assume that leader behaviors are crucial for
explaining performance and other
organizational outcomes.
– Focus on leader behaviors rather than traits.
– Major behavioral theories.
• Michigan leadership studies.
• Ohio State leadership studies.
• Leadership Grid.
• Leader-Member Exchange (LMX) theory.
Organizational Behavior: Chapter 11
8
9. Study Question 1: What is leadership and
how does it differ from management?
Michigan leadership studies.
– Employee-centered supervisors.
• Place strong emphasis on subordinate’s welfare.
– Production-centered supervisors.
• Place strong emphasis on getting the work done.
– Employee-centered supervisors have more
productive work groups than production-
centered supervisors.
Organizational Behavior: Chapter 11
9
10. Study Question 1: What is leadership and
how does it differ from management?
Ohio State leadership studies.
– Consideration.
• Concerned with people’s feelings and making
things pleasant for the followers.
– Initiating structure.
• Concerned with defining task requirements and
other aspects of the work agenda.
– Effective leaders should be high on both
consideration and initiating structure.
Organizational Behavior: Chapter 11
10
11. Study Question 1: What is leadership and
how does it differ from management?
Leadership Grid.
– Developed by Robert Blake and Jane Mouton.
– Built on dual emphasis of consideration and
initiating structure.
– A 9 x 9 Grid (matrix) reflecting levels of
concern for people and concern for task.
• 1 reflects minimum concern.
• 9 reflects maximum concern.
Organizational Behavior: Chapter 11
11
12. Study Question 1: What is leadership and
how does it differ from management?
Leadership Grid (cont.).
– Five key Grid combinations.
• 1/1 — low concern for production, low concern for
people.
• 1/9 — low concern for production, high concern
for people.
• 9/1 — high concern for production, low concern
for people.
• 5/5 — moderate concern for production, moderate
concern for people.
• 9/9 — high concern for production, high concern
for people.
Organizational Behavior: Chapter 11
12
13. Study Question 1: What is leadership and
how does it differ from management?
Leader-Member Exchange (LMX) theory.
– Focuses on the quality of the working
relationship between leaders and followers.
– LMX dimensions determine followers’
membership in leader’s “in group” or “out
group.”
– Different relationships with “in group” and
“out group.”
Organizational Behavior: Chapter 11
13
14. Study Question 2: What are situational
contingency approaches to leadership?
Leader traits and behaviors can act in conjunction
with situational contingencies.
The effects of leader traits are enhanced by their
relevance to situational contingencies.
Major situational contingency theories.
– Fiedler’s leadership contingency theory.
– Fiedler’s cognitive resource theory.
– House’s path-goal theory of leadership.
– Hersey and Blanchard’s situational leadership model.
Organizational Behavior: Chapter 11
14
15. Study Question 2: What are the situational
contingency approaches to leadership?
Key variables in Fiedler’s contingency
model.
– Situational control.
• The extent to which a leader can determine what
his or her group is going to do as well as the
outcomes of the group’s actions and decisions.
• Is a function of:
– Leader-member relations.
– Task structure.
– Position power.
Organizational Behavior: Chapter 11
15
16. Study Question 2: What are situational
contingency approaches to leadership?
Key variables in Fiedler’s contingency
model (cont.).
– Least preferred co-worker (LPC) score reflects
a person’s leadership style.
• High-LPC leaders have a relationship-motivated
style.
• Low-LPC leaders have a task-motivated style.
Organizational Behavior: Chapter 11
16
17. Study Question 2: What are situational
contingency approaches to leadership?
Organizational Behavior: Chapter 11
17
18. Study Question 2: What are situational
contingency approaches to leadership?
Fiedler’s cognitive resource theory.
– A leader’s use of directive or nondirective
behavior depends on:
• The leader’s or subordinate group members’ ability
or competency.
• Stress.
• Experience.
• Group support of the leader.
– Leader directiveness is most helpful for
performance when the leader is competent,
relaxed, and supported.
Organizational Behavior: Chapter 11
18
19. Study Question 2: What are situational
contingency approaches to leadership?
House’s path-goal theory of leadership.
– Rooted in the expectancy model of motivation.
– Emphasizes how a leader influences
subordinates’ perceptions of both work goals
and personal goals and the links, or paths,
found between these two sets of goals.
Organizational Behavior: Chapter 11
19
20. Study Question 2: What are situational
contingency approaches to leadership?
Organizational Behavior: Chapter 11
20
21. Study Question 2: What are situational
contingency approaches to leadership?
Path-goal theory predictions.
– Directive leadership will have a positive
impact on subordinates when tasks are
ambiguous and the opposite effect when tasks
are clear.
– Supportive leadership will increase the
satisfaction of subordinates who work on tasks
that are highly repetitive, unpleasant, stressful,
or frustrating.
Organizational Behavior: Chapter 11
21
22. Study Question 2: What are situational
contingency approaches to leadership?
Path-goal theory predictions (cont.).
– Achievement-oriented leadership will
encourage subordinates to strive for higher
performance standards and to have more
confidence in their ability to meet challenging
goals when subordinates are working at
ambiguous, nonrepetitive tasks.
– Participative leadership will promote
satisfaction on nonrepetitive tasks that allow
for the ego involvement of subordinates.
Organizational Behavior: Chapter 11
22
23. Study Question 2: What are situational
contingency approaches to leadership?
Organizational Behavior: Chapter 11
23
24. Study Question 2: What are situational
contingency approaches to leadership?
Organizational Behavior: Chapter 11
24
25. Study Question 3: What are attributional
approaches to leadership?
Attribution theory provides a competing
perspective to the traditional leadership theory
assumption that leadership and its substantive
effects can be identified and measured
objectively.
Attribution theory suggests that leadership is
influenced by attempts to understand causes of
and assess responsibilities for behavior.
Organizational Behavior: Chapter 11
25
26. Study Question 3: What are attributional
approaches to leadership?
Leadership prototypes.
– People’s mental image of what a model leader
should look like.
– Mix of specific and general characteristics.
– Prototypes may differ by country and national
culture.
– The closer that a leader’s behavior matches the
prototype held by the followers, the more
favorable the leader’s relations and key
outcomes.
Organizational Behavior: Chapter 11
26
27. Study Question 3: What are attributional
approaches to leadership?
Exaggeration of the leadership difference.
– Top leaders of organizations have little impact
on profits and effectiveness compared to
environmental and industry forces.
– Much of the impact of top leaders is symbolic.
– The romance of leadership refers to people
attributing romantic, almost magical, qualities
to leadership.
Organizational Behavior: Chapter 11
27
28. Study Question 4: What are some emerging
leadership perspectives and why are they
especially important in today’s organizations?
Charismatic approaches to leadership.
– Charismatic leaders, by force of their personal
abilities, can have a profound and
extraordinary effect on followers.
– Characteristics of charismatic leaders include:
• High need for power.
• High feelings of self-efficacy.
• Conviction in the moral rightness of their beliefs.
Organizational Behavior: Chapter 11
28
29. Study Question 4: What are some emerging
leadership perspectives and why are they
especially important in today’s organizations?
Dark side versus bright side of charismatic
leadership.
– Dark side.
• Emphasizes personalized power.
• Leaders focus on themselves.
– Bright side.
• Emphasizes socialized power.
• Leaders empower followers.
Organizational Behavior: Chapter 11
29
30. Study Question 4: What are some emerging
leadership perspectives and why are they
especially important in today’s organizations?
Conger and Kanungo’s three-stage charismatic
leadership model.
– Stage 1: the leader critically evaluates the status quo.
– Stage 2: the leader formulates and articulates future
goals and a idealized future vision.
– Stage 3: the leader shows how the goals and vision
can be achieved.
Organizational Behavior: Chapter 11
30
31. Study Question 4: What are some emerging
leadership perspectives and why are they
especially important in today’s organizations?
Organizational Behavior: Chapter 11
31
32. Study Question 4: What are some emerging
leadership perspectives and why are they
especially important in today’s organizations?
Transactional leadership.
– Involves leader-follower exchanges necessary
for achieving routine performance that is
agreed upon by leaders and followers.
– Leader-follower exchanges involve:
• Use of contingent rewards.
• Active management by exception.
• Passive management by exception.
• Abdicating responsibilities and avoiding decisions.
Organizational Behavior: Chapter 11
32
33. Study Question 4: What are some emerging
leadership perspectives and why are they
especially important in today’s organizations?
Transformational leadership.
– Leaders broaden and elevate followers’
interests, generate awareness and acceptance
of the group’s mission, and stir followers to
look beyond self-interests.
– Dimensions of transformational leadership.
• Charisma.
• Inspiration.
• Intellectual stimulation.
• Individualized consideration.
Organizational Behavior: Chapter 11
33
34. Study Question 4: What are some emerging
leadership perspectives and why are they
especially important in today’s organizations?
Leadership in self-managing work teams.
– Leaders provide resources or act as liaisons with other
units but without the trappings of authority associated
with traditional first-line supervisors.
– Conditions for creating and maintaining team
performance.
• Efficient, goal-directed effort.
• Adequate resources.
• Competent, motivated performance.
• A productive, supportive climate.
• Commitment to continuous improvement and adaptation.
Organizational Behavior: Chapter 11
34
35. Study Question 4: What are some emerging
leadership perspectives and why are they
especially important in today’s organizations?
Can people be trained in the new
leadership?
– People can be trained to adopt new leadership
approaches.
– Leaders can devise improvement programs to
address their weaknesses and work with
trainers to develop their leadership skills.
– Leaders can be trained in charismatic skills.
Organizational Behavior: Chapter 11
35
36. Study Question 4: What are some emerging
leadership perspectives and why are they
especially important in today’s organizations?
Is new leadership always good?
– Not always good.
– Dark-side charismatics can have negative
effects on followers.
– Not always needed.
– Needs to be used in conjunction with
traditional leadership.
– Applies at all levels of organizational
leadership.
Organizational Behavior: Chapter 11
36