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Chapter Framework

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.

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Chapter Framework

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  1. 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

  2. Definition of Leadership An influence relationship among leaders and followers

  3. 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

  4. Chapter 2 Traits, Behaviors, and Relationships

  5. 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

  6. 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

  7. 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

  8. 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

  9. 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

  10. Chapter 4 Leaders as Individuals

  11. Personality Behavior patterns in response to ideas, objects, and people

  12. 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

  13. 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

  14. Attitude Self-Concept Attitudes about ourselves; includes self-esteem Does a person have a positive or negative feeling about him/herself

  15. 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

  16. Characteristics of Charismatic and Noncharismatic Leaders

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