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LEADERSHIP

LEADERSHIP. Chapter 12 MGMT 370. LEADING. Process of inspiring others POSITION POWER Reward Power Coercive Power Legitimate Power PERSONAL POWER Expert Power Referent Power. LEADING. VISION Servant Leadership Empowerment Selflessness. LEADER TRAITS AND BEHAVIORS. Traits

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LEADERSHIP

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  1. LEADERSHIP Chapter 12 MGMT 370

  2. LEADING • Process of inspiring others • POSITION POWER • Reward Power • Coercive Power • Legitimate Power • PERSONAL POWER • Expert Power • Referent Power

  3. LEADING • VISION • Servant Leadership • Empowerment • Selflessness

  4. LEADER TRAITS AND BEHAVIORS • Traits • Behaviors • Styles—Leadership Grid

  5. Classic Leadership Styles • Autocratic • Human Relations • Laissez-Faire • Democratic

  6. CONTINGENCY APPROACHES • Fiedler’s Contingency Model • Match style to situation

  7. CONTINGENCY APPROACHES • Hersey-Blanchard Situational Model

  8. CONTINGENCY APPROACHES • House’s Path-Goal Leadership Theory • Path-Goal Contingencies • Leadership Substitutes

  9. CONTINGENCY APPROACHES • Vroom-Jago Leader-Participation Model • Authority decision • Consultative decision • Group decision

  10. LEADERSHIP DEVELOPMENT • Charismatic Superleaders • Transactional vs. Transformational Leadership • Vision • Charisma • Symbolism • Empowerment • Intellectual Stimulation • Integrity

  11. Leaders and Emotional Intelligence

  12. Emotional Intelligence • Self-Awareness • Self-Management • Motivation • Empathy • Relationship Management

  13. LEADERSHIP and GENDER • Gender Similarities Hypothesis • Who leads better? • Men: Directive, assertive, traditional, position power • Women: Participative, motivating, communicative, listeners, mentors, supportive

  14. And Last but Not Least… • Drucker’s “Old-Fashioned” Leadership • Moral Leadership • Integrity • Authentic Leadership

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