This document summarizes key concepts from the book "Leadership in Organizations Management 6th Ed." by Richard Daft. It defines leadership and distinguishes it from management. Leadership involves influencing others towards goals using sources of power like position, reward, expertise and relationships. Theories discussed include trait approaches, behavioral and contingency theories like Fiedler's, path-goal theory and substitutes for leadership. Emerging concepts covered are transformational, virtual, servant and level 5 leadership suited for new workplaces.

1. LEADERSHIP IN ORGANIZATIONS MANAGEMENT 6 th Ed. By: Richard Daft Prepared by: GREGAR DONAVEN E. VALDEHUEZA, MBA Lourdes College Instructor

12. Leadership Continuum Boss-Centered Leadership Manager presents problem, gets suggestions, makes decision Manager defines limits, asks group to make decision Manager makes decision and announces it Manager “sells” decision Manager presents ideas and invites questions Manager presents tentative decision subject to change Manager permits subordinates to function within limits defined by superior Subordinate-Centered Leadership Area of freedom for subordinates Use of authority by managers

17. Leadership Grid Figure 9 7 6 5 4 3 2 1 8 1 2 3 4 5 6 7 8 9 Team Management (9,9) Work accomplishment is from committed people; interdependence through a “common stake” in organization purpose leads to relationships of trust and respect. Country Club Management (1,9) Thoughtful attention to the needs of people for satisfying relationships leads to a comfortable, friendly organization atmosphere and work tempo. Middle-of-the-Road Management (5,5) Adequate organization performance is possible through balancing the necessity to get out work with maintaining morale of people at a satisfactory level. Impoverished Management (1,1) Exertion of minimum effort to get required work done is appropriate to sustain organization membership. Authority-Compliance (9,1) Efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimum degree C O N C E R N F O R P R O D U C T I O N C O N C E R N F O R P E O P L E

22. How Leader Style Fits the Situation

27. Hersey-Blanchard’s Situational Theory of Leadership

29. Leader Roles in the Path-Goal Theory

32. Path-Goal Situations & Preferred Leader Behavior

34. Substitute and Neutralizers for Leadership No effect on Substitute for Training/experience Substitute for Substitute for Professionalism Group characteristics: Substitute for No effect on Intrinsic satisfaction No effect on Substitute for Automatic feedback No effect on Substitute for Highly structured task Task characteristics: Neutralizes Neutralizes Physical separation Neutralizes Neutralizes Low positional power No effect on Neutralizes Inflexibility No effect on Substitute for Formalization Substitute for Substitute for Group cohesiveness Organizational variables: People-Oriented Leadership Task-Oriented Leadership Variable

39. The Level 5 Leadership Hierarchy Level 2: Contributing Team Member Contributes to the achievement of team goals; works effectively with others in a group. Level 1: Highly Capable Individual Productive contributor; offers talent, knowledge, skills, and good work habits as an individual employee. Level 3: Competent Manager Sets plans and organizes people for the efficient and effective pursuit of objectives. Level 4: The Effective Executive Builds widespread commitment to a clear and compelling vision; stimulates people to high performance. Level 5: The Level 5 Leader Builds an enduring great organization through a combination of personal humility and professional resolve.