Leadership. Chapter Sixteen. Learning Objectives. LO.1 Define the term leadership , and explain the difference between leading and managing. LO.2 Review trait theory research and the takeaways from this theoretical perspective. LO.3 Explain behavioral styles theory and its takeaways.
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Leadership Chapter Sixteen
Learning Objectives LO.1 Define the term leadership, and explain the difference between leading and managing. LO.2 Review trait theory research and the takeaways from this theoretical perspective. LO.3 Explain behavioral styles theory and its takeaways. LO.4 Explain, according to Fiedler’s contingency model, how leadership style interacts with situational control, and discuss the takeaways from this model. LO.5 Discuss House’s revised path–goal theory and its practical takeaways.
Learning Objectives (cont.) LO.6 Describe the difference between laissez-faire, transactional, and transformational leadership. LO.7 Discuss how transformational leadership transforms followers and work groups. LO.8 Explain the leader–member exchange model of leadership. LO.9 Review the concept of shared leadership and the principles of servant-leadership. LO.10 Describe the follower’s role in the leadership process.
What Does Leadership Involve? • Leadership • Process between leaders and followers • Involves social influence • Occurs at multiple levels in an organization • Focuses on goal accomplishment
Do People Possess Prototypes about Preferred Leadership Traits? • Implicit leadership theory • based on the idea that people have beliefs about how leaders should behave and what they should do for their followers. • Leadership prototype • mental representations of the traits and behaviors that people believe are possessed by leaders.
Behavioral Styles Theory • The Ohio State Studies identified two independent dimensions of leader behavior. • Consideration: creating mutual respect and trust with followers. • Initiating structure: organizing and defining what group members should be doing.
Peter Drucker’s Tips for Improving Leadership Effectiveness
Situational Theories • Situational theories • propose that the effectiveness of a particular style of leader behavior depends on the situation.
Fiedler’s Contingency Model • Contingency theory • based on the premise that a leader’s effectiveness is contingent on the extent to which a leader’s style fits or matches characteristics of the situation at hand.
The Full-range Model of Leadership • Transactional leadership • focuses on clarifying employees’ role and task requirements and providing followers with positive and negative rewards contingent on performance.
The Full-range Model of Leadership • Transformational leaders • engender trust, seek to develop leadership in others, exhibit self-sacrifice and serve as moral agents, focusing themselves and followers on objectives that transcend the more immediate needs of the work group.