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Overview and Integration
16-1Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall. Leadership in Organizations
After studying this chapter, you should be
able to:
 Summarize major findings about leadership
traits, skills, behavior, influence processes, and
situational variables.
 Understand key points of convergence in
findings from different approaches for
studying leadership.
 Understand what progress has been made in
integrating the findings in different approaches
for studying leadership.
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall. Leadership in Organizations 16-2
 Understand similar explanatory processes in
dyadic, group, and organization-level theories
of effective leadership.
 Understand how the methods used for
studying leadership affect what is learned
about it.
 Understand what has been learned about the
essence of effective leadership.
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall. Leadership in Organizations 16-3
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall. Leadership in Organizations 16-4
Summarize major findings about
leadership traits, skills, behavior,
influence processes, and situational
variables
 The leadership situation
 Leadership behavior
 Power and influence
 Traits and skills
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall. Leadership in Organizations 16-5
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall. Leadership in Organizations 16-6
Understand key points of
convergence in findings from
different approaches for studying
leadership
 Leadership success is mediated by effects of
leader traits
 Leader traits influence leader behavior
 Effect of leader behavior on leader power and
influence
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall. Leadership in Organizations 16-7
 Relationship of leader and follower traits and
the impact on influence behavior
 Joint interaction of traits, power, behavior and
situation to determine effectiveness
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall. Leadership in Organizations 16-8
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall. Leadership in Organizations 16-9
Understand what progress has been
made in integrating the findings in
different approaches for studying
leadership
A core set of intervening variables
determine performance at all levels.
 Variables that mediate the effects of leadership
behavior on individual follower performance
 Variables that mediate the effects of leader
 Variables that mediate the effects of leaders on
organizational performance
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall. Leadership in Organizations 16-10
Situational Variables:
 Favorable
 Unfavorable
 Leader influence on situational variables
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall. Leadership in Organizations 16-11
Reciprocal Influence
 Leader as independent variable
 Leader as dependent variable
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall. Leadership in Organizations 16-12
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall. Leadership in Organizations 16-13
Understand similar explanatory
processes in dyadic, group, and
organization-level theories of
effective leadership
 Role specialization and differentiation
 Employee talent and human capital
 Efficacy and optimism
 Trust and cooperation
 Social identification
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall. Leadership in Organizations 16-14
 Role modeling and cascading
 Human resource programs and systems
 Empowerment
 Culture
 Collective learning and innovation
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall. Leadership in Organizations 16-15
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall. Leadership in Organizations 16-16
Understand how the methods
used for studying leadership
affect what is learned about it
Biases in conceptualizations
 Heroic versus shared leadership
 Emphasis on dyadic processes
 Inadequate explanatory processes
 Inattention to context
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall. Leadership in Organizations 16-17
 Qualitative versus quantitative
 Survey versus experimental
 Level of analysis
 Other issues
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall. Leadership in Organizations 16-18
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall. Leadership in Organizations 16-19
Understand what has been
learned about the essence of
effective leadership
 Meaning of Events
 Create alignment
 Task commitment and optimism
 Mutual trust and cooperation
 Collective identity
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall. Leadership in Organizations 16-20
 Organize and coordinate activities
 Collective learning
 Resources and support
 Develop and empower
 Promote social justice and morality
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall. Leadership in Organizations 16-21

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Yukl chapter 16

  • 1. Overview and Integration 16-1Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall. Leadership in Organizations
  • 2. After studying this chapter, you should be able to:  Summarize major findings about leadership traits, skills, behavior, influence processes, and situational variables.  Understand key points of convergence in findings from different approaches for studying leadership.  Understand what progress has been made in integrating the findings in different approaches for studying leadership. Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall. Leadership in Organizations 16-2
  • 3.  Understand similar explanatory processes in dyadic, group, and organization-level theories of effective leadership.  Understand how the methods used for studying leadership affect what is learned about it.  Understand what has been learned about the essence of effective leadership. Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall. Leadership in Organizations 16-3
  • 4. Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall. Leadership in Organizations 16-4 Summarize major findings about leadership traits, skills, behavior, influence processes, and situational variables
  • 5.  The leadership situation  Leadership behavior  Power and influence  Traits and skills Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall. Leadership in Organizations 16-5
  • 6. Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall. Leadership in Organizations 16-6 Understand key points of convergence in findings from different approaches for studying leadership
  • 7.  Leadership success is mediated by effects of leader traits  Leader traits influence leader behavior  Effect of leader behavior on leader power and influence Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall. Leadership in Organizations 16-7
  • 8.  Relationship of leader and follower traits and the impact on influence behavior  Joint interaction of traits, power, behavior and situation to determine effectiveness Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall. Leadership in Organizations 16-8
  • 9. Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall. Leadership in Organizations 16-9 Understand what progress has been made in integrating the findings in different approaches for studying leadership
  • 10. A core set of intervening variables determine performance at all levels.  Variables that mediate the effects of leadership behavior on individual follower performance  Variables that mediate the effects of leader  Variables that mediate the effects of leaders on organizational performance Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall. Leadership in Organizations 16-10
  • 11. Situational Variables:  Favorable  Unfavorable  Leader influence on situational variables Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall. Leadership in Organizations 16-11
  • 12. Reciprocal Influence  Leader as independent variable  Leader as dependent variable Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall. Leadership in Organizations 16-12
  • 13. Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall. Leadership in Organizations 16-13 Understand similar explanatory processes in dyadic, group, and organization-level theories of effective leadership
  • 14.  Role specialization and differentiation  Employee talent and human capital  Efficacy and optimism  Trust and cooperation  Social identification Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall. Leadership in Organizations 16-14
  • 15.  Role modeling and cascading  Human resource programs and systems  Empowerment  Culture  Collective learning and innovation Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall. Leadership in Organizations 16-15
  • 16. Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall. Leadership in Organizations 16-16 Understand how the methods used for studying leadership affect what is learned about it
  • 17. Biases in conceptualizations  Heroic versus shared leadership  Emphasis on dyadic processes  Inadequate explanatory processes  Inattention to context Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall. Leadership in Organizations 16-17
  • 18.  Qualitative versus quantitative  Survey versus experimental  Level of analysis  Other issues Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall. Leadership in Organizations 16-18
  • 19. Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall. Leadership in Organizations 16-19 Understand what has been learned about the essence of effective leadership
  • 20.  Meaning of Events  Create alignment  Task commitment and optimism  Mutual trust and cooperation  Collective identity Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall. Leadership in Organizations 16-20
  • 21.  Organize and coordinate activities  Collective learning  Resources and support  Develop and empower  Promote social justice and morality Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall. Leadership in Organizations 16-21