Chapter framework
Download
1 / 17

Chapter Framework - PowerPoint PPT Presentation


  • 128 Views
  • Uploaded on

Chapter Framework. Ch. 1: What Does It Mean to be a Leader? Ch. 2: Traits, Behaviors, and Relationships Ch.4: The Leader as an Individual. Definition of Leadership. An influence relationship among leaders and followers. Reasons for Leadership Derailment.

loader
I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
capcha
Download Presentation

PowerPoint Slideshow about 'Chapter Framework' - tanner


An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
Chapter framework l.jpg
Chapter Framework

Ch. 1: What Does It Mean to be a Leader?

Ch. 2: Traits, Behaviors, and Relationships

Ch.4: The Leader as an Individual


Definition of leadership l.jpg
Definition of Leadership

An influence relationship among leaders and followers


Reasons for leadership derailment l.jpg
Reasons for Leadership Derailment

Insensitive, abrasive, intimidating, bullying style

Being cold, aloof, arrogant

Betraying personal trust

Overly ambitious, self-centered, playing politics

Micro-managing, unable to delegate or build a team

Unable to select good subordinates


Chapter 2 l.jpg

Chapter 2

Traits, Behaviors, and Relationships


The trait approach l.jpg
The Trait Approach

Traits: Personal characteristics of a leader, such as intelligence, honesty, self-confidence, and appearance

Great Man Approach: a perspective that points to inherited traits leaders have that distinguishes them from non-leaders


Behavior approaches l.jpg
Behavior Approaches

Autocratic: a leader who centralizes authority and derive power from position, control of rewards, and coercion

Democratic: a leader who delegates authority, encourages participation, relies on subordinates’ knowledge for completion of tasks, and depends on subordinate respect for influence


Slide7 l.jpg

Consideration: when a leader is sensitive to subordinates, respects their ideas and feelings, and establishes mutual trust

Initiating Structure: when a leader is task oriented and directs subordinates’ work activities toward goal achievement


Slide8 l.jpg

Employee-centered: a leadership behavior that displays a focus on the human needs of subordinates

Job-centered: leadership behavior in which leaders direct activities toward efficiency, cost cutting, and scheduling, with an emphasis on work goals


Leader behavior toward in group versus out group members l.jpg

In-group

Discusses objectives; gives employee freedom to use his or her own approach in solving problems and reaching goals

Listens to employee’s suggestions and ideas about how work is done

Treats mistakes as learning opportunities

Out-Group

Gives employee specific directives for how to accomplish tasks and attain goals

Shows little interest in employee’s comments and suggestions

Criticizes or punishes mistakes

Leader Behavior Toward In-Group versus Out-Group Members


Chapter 4 l.jpg

Chapter 4

Leaders as Individuals


Personality l.jpg
Personality

Behavior patterns in response to ideas, objects, and people


Five personality dimensions l.jpg
Five Personality Dimensions

Outgoing, energetic, gregarious

Quiet, withdrawn, unassertive

Extroversion

Low

High

Warm, considerate, good-natured

Aloof, easily irritated

Agreeableness

Low

High

Impulsive, carefree

Responsible, dependable , goal-oriented

Conscientiousness

Low

High

Moody, tense, lower self-confidence

Stable, confident

Emotional Stability

Low

High

Imaginative, curious, open to new ideas

Narrow field of interests, likes the tried-and-true

Openness to Experience

Low

High


Values l.jpg
Values

  • Fundamental beliefsWhat one considers to be important, that impacts attitudes and behavior

  • End Values

    Beliefs about goals worthy of pursuit

  • Instrumental Values

    Beliefs about types of behavior appropriate for reaching goals


Attitude l.jpg
Attitude

Self-Concept

Attitudes about ourselves; includes self-esteem

Does a person have a positive or negative feeling about him/herself


Theory x and theory y l.jpg
Theory X and Theory Y

Theory X: people are lazy - not motivated to work / avoid responsibility

Theory Y: people do not inherently dislike work / will work at something they care about