leadership is one of chapter that have in management subject

1. Chapter 17 Leadership

3. Leadership Substitutes for Leadership Differences Between Leaders and Managers 1.1

4. Leaders versus Managers MANAGERS Do things right Status quo Short-term Means Builders Problem solving LEADERS Do the right thing Change Long-term Ends Architects Inspiring & motivating Adapted from Exhibit 17.1 1.1

6. Leadership Substitutes and Neutralizers Characteristic People-Related Leadership Behaviors Task-Related Leadership Behaviors Subordinate Characteristics Ability, experience, training, knowledge Need for independence Professional orientation Indifference toward organizational rewards Neutralize Neutralize Substitute, Neutralize Neutralize Substitute, Neutralize Neutralize Substitute, Neutralize Neutralize Task Characteristics Unambiguous and routine tasks Performance feedback provided by the work itself Intrinsically satisfying work No effect No effect Substitute, Neutralize Substitute, Neutralize Substitute, Neutralize Neutralize Organizational Characteristics Formalization, meaning specific plans, goals, and areas of responsibility Inflexibility, meaning rigid, unbending rules and procedures Highly specified staff functions Cohesive work groups Organizational rewards beyond a leader's control Spatial distance between supervisors and subordinates No effect No effect No effect Substitute, Neutralize Neutralize Neutralize Neutralize Neutralize Neutralize Substitute, Neutralize Neutralize Neutralize

7. Who Leaders Are and What Leaders Do Leadership Traits Leadership Behavior 2

8. Leadership Traits Adapted from Exhibit 17.3 2.1 Leadership Traits Desire to Lead Honesty and Integrity Drive Self- Confidence Emotional Stability Cognitive Ability Knowledge of the Business

9. Leadership Behaviors 2.2 Initiating Structure The degree to which a leader structures the roles of followers by setting goals, giving directions, setting deadlines, and assigning tasks. Consideration The extent to which a leader is friendly, approachable, and supportive and shows concern for employees.

10. Blake/Moulton Leadership Grid Adapted from Exhibit 17.4 2.2 1,9 Country Club Management 9,9 Team Management 1,1 Impoverished Management 9,1 Authority-Compliance 5,5 Middle of the Road 5,5 1 2 3 4 5 6 7 8 9 1 2 3 4 5 6 7 8 9 Concern for People Concern for Production High Low Low High

12. Putting Leaders in the Right Situation: Fiedler’s Contingency Theory 3 Group Performance = Leadership Style Situational Favorableness

13. Putting Leaders in the Right Situation: Fiedler’s Contingency Theory Least Preferred Coworker Situational Favorableness Matching Leadership Styles to Situations 3

15. Leadership Style: Least Preferred Coworker Scale Adapted From Exhibit 17.6 3.1

17. Situational Favorableness Adapted from Exhibit 14.7 3.2

18. Matching Leadership Styles to Situations Adapted from Exhibit 14.8 3.3

19. Path-Goal Theory 4 Path-Goal Theory A leadership theory that states that leaders can increase subordinate satisfaction and performance by clarifying and clearing the paths to goals and by increasing the number and kinds of rewards available for goal attainment.

20. Basic Assumptions of Path-Goal Theory Adapted From Figure 17.9 4 Clarify paths to goals Clear paths to goals by solving problems and removing roadblocks Increase the number and kinds of rewards available for goal attainment Do things that satisfy followers today or will lead to future rewards or satisfaction Offer followers something unique and valuable beyond what they’re experiencing

22. Adapting Leader Behavior: Path-Goal Theory 4 Leadership Styles Subordinate and Environmental Contingencies Outcomes

25. Path Goal Theory: When to Use Leadership Styles Adapted from Exhibit 17.11 4.2

26. Adapting Leadership Behavior Worker Readiness Leadership Styles Hersey and Blanchard’s Situational Leadership Theory 5

28. Worker Readiness 5.1 R4 R3 R2 R1 Confident Willing Able Insecure not willing Able Confident Willing Not able Insecure Not able Not willing

29. Leadership Styles 5.2 Telling (R1) Selling (R2) Participating (R3) Delegating (R4) high task behavior low relationship behavior high task behavior high relationship behavior low task behavior high relationship behavior low task behavior low relationship behavior

30. Normative Decision Theory Decision Styles Decision Quality and Acceptance 6

31. Decision Styles Adapted from Exhibit 17.12 6.1 Solve the problem yourself Obtain information. Select a solution yourself. Share problem, get ideas from individuals. Select a solution yourself. AI AII CI Share problem with group, get ideas. Make decision, which may or may not reflect input. Share problem with group. Together tries to reach a solution. Leader acts as facilitator. CII GII Leader solves the problem or makes the decision Leader accepts any decision supported by the entire group

37. Visionary Leadership Charismatic Leadership Transformational Leadership 7

40. Ethical and Unethical Charismatic Leaders Adapted from Exhibit 17.15 7.1 Exercising Power Power is used to serve others Creating the vision Followers help develop the vision Communicating with followers Two-way communication Accepting feedback Open to feedback Want followers to think and to questions the status quo Stimulating followers Developing followers Focus on developing followers Living by moral standards Three virtues: courage, sense of fairness, integrity Charismatic Leader Behaviors Ethical Charismatics

41. Ethical and Unethical Charismatic Leaders Adapted from Exhibit 17.15 7.1 Charismatic Leader Behaviors Unethical Charismatics Exercising Power Power is used to dominate others Creating the vision Vision comes solely from the leader Communicating with followers One-way communication, not open to input from others Accepting feedback Prefer yes-men, punish candid feedback Don’t want followers to think, prefer uncritical acceptance of own ideas Stimulating followers Developing followers Insensitive to followers’ needs Living by moral standards Follow standards only if they satisfy immediate self interests