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  1. Leadership Chapter Fourteen

  2. After reading the material in this chapter, you should be able to: LO14.1 Review trait theory research, and discuss the takeaways from both the trait and behavioral styles theories of leadership. LO14.2 Explain, according to Fiedler’s contingency model, how leadership style interacts with situational control, and discuss the takeaways from this model LO14.3 Discuss House’s revised path-goal theory and it’s practical takeaways.

  3. After reading the material in this chapter, you should be able to: LO14.4 Describe the difference between transactional and transformational leadership and discuss how transformational leadership transforms followers and work groups. LO14.5 Explain the leader-member exchange (LMX) model of leadership and the concept of shared leadership. LO14.6 Review the principles of servant leadership. LO14.7 Describe the follower’s role in the leadership process

  4. What Does Leadership Involve? • Leadership • “a social influence process in which the leader seeks the voluntary participation of subordinates in an effort to reach organizational goals

  5. Key Positive Leadership Traits

  6. Behavioral Styles Theory • The Ohio State Studies identified two critical dimensions of leader behavior. • Consideration: creating mutual respect and trust with followers. • Initiating structure: organizing and defining what group members should be doing.

  7. Situational Theories • Situational theories • propose that the effectiveness of a particular style of leader behavior depends on the situation.

  8. Representation of Fiedler’s Contingency Model

  9. A General Representation ofHouse’s Revised Path-Goal Theory

  10. Categories of Leader Behavior

  11. The Full-range Model ofLeadership • Transactional leadership • focuses on the clarifying employees’ roles and providing followers with positive and negative rewards contingent on performance.

  12. The Full-range Model ofLeadership • 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.

  13. A Transformational Model of Leadership

  14. Key Questions and Answers to Consider When Developing Shared Leadership

  15. Servant Leadership • Servant leadership • focuses on increasing services to others rather than oneself • less likely to engage in self-serving behaviors that hurt others