Đang chuẩn bị liên kết để tải về tài liệu:
Lecture Management: Leading and collaborating in a competitive world (10/e) – Chapter 12

After studying Chapter 10, you will be able to: Discuss what it means to be a leader, summarize what people want and what organizations need from their leaders, explain how a good vision helps you be a better leader, identify sources of power in organizations, list personal traits and skills of effective leaders,. | Leadership Chapter Twelve McGraw-Hill/Irwin Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved. Learning Objectives LO 1 Discuss what it means to be a leader. LO 2 Summarize what people want and what organizations need from their leaders. LO 3 Explain how a good vision helps you be a better leader. LO 4 Identify sources of power in organizations. LO 5 List personal traits and skills of effective leaders. 12- Learning Objectives (cont.) LO 6 Describe behaviors that will make you a better leader and identify when the situation calls for them. LO 7 Distinguish between charismatic and transformational leaders. LO 8 Describe types of opportunities to be a leader in an organization. LO 9 Discuss how to further your own leadership development. 12- Leadership Leader One who influences others to attain goals. The greater the number of followers, the greater the influence 12- Vision Vision A mental image of a possible and desirable future state of the organization. 12- Sources of Power 12- Figure 12.1 Leadership Grid 12- Figure 12.2 The Vroom Model of Leadership Vroom model A situational model that focuses on the participative dimension of leadership. 12- Figure 12.3 Fiedler’s Contingency Model Fiedler’s contingency model of leadership effectiveness A situational approach to leadership postulating that effectiveness depends on the personal style of the leader and the degree to which the situation gives the leader power, control, and influence over the situation. 12- Hersey and Blanchard’s Situational Theory Hersey and Blanchard’s situational theory A life-cycle theory of leadership postulating that a manager should consider an employee’s psychological and job maturity before deciding whether task performance or maintenance behaviors are more important. 12- Path-Goal Theory Path-goal theory A theory that concerns how leaders influence subordinates’ perceptions of their work goals and the paths they follow toward attainment of those goals. 12- The Path-Goal Framework 12- Figure 12.5 Contemporary Perspectives on Leadership Charismatic leader A person who is dominant, self-confident, convinced of the moral righteousness of his beliefs, and able to arouse a sense of excitement and adventure in followers. 12- Contemporary Perspectives on Leadership Transformational leader A leader who motivates people to transcend their personal interests for the good of the group. Transactional leaders Leaders who manage through transactions, using their legitimate, reward, and coercive powers to give commands and exchange rewards for services rendered. 12- Opportunities for Leaders Servant-leader A leader who serves others’ needs while strengthening the organization. Bridge leaders A leader who bridges conflicting value systems or different cultures. 12-