download full file at CHAPTER 2 Traits, Behaviors, and Relationships Chapter Outline The Trait Approach Know Your Strengths Behavior Approaches Individualized Leadership Entrepreneurial Traits and Behaviors In the Lead Marissa Mayer, Yahoo Warren Buffet, Berkshire Hathaway Colonel Joe D. Dowdy and Major General James Mattis, U.S. Marine Corps Denise Morrison, Campbell Soup Company, and Michael Arrington, TechCrunch Leader’s Self-Insight Rate Your Optimism What’s Your Leadership Orientation? Your “LMX” Relationship Leader’s Bookshelf Take the Lead: Motivate, Inspire, and Bring Out the Best in Yourself and Everyone around You Leadership at Work Your Ideal Leader Traits Leadership Development: Cases for Analysis Consolidated Products Transition to Leadership Summary and Interpretation The point of this chapter is to understand the importance of traits and behaviors in the development of leadership theory and research. Some traits associated with effective leadership include optimism, self-confidence, honesty, and drive. Large number of personal traits and abilities have been associated with successful leaders, but traits themselves are not sufficient to guarantee effective leadership. Natural traits and behavior patterns can be developed into strengths. It is important for leaders to recognize their strengths and acknowledge the interdependence that is a key to effective leadership. download full file at
download full file at Research suggests that different leader strengths might be better suited to different types of leadership roles. The chapter describes three types of roles—operational roles, collaborative roles, and advisory roles. Leaders can be more effective when they are in positions that best match their natural tendencies. The behavior approach explored autocratic versus democratic leadership, consideration versus initiating structure, employee-centered versus job-centered leadership, and concern for people versus concern for production. The theme of people versus tasks runs through this research, suggesting these are fundamental behaviors through which leaders meet followers’ needs. There has been some disagreement in the research about whether a specific leader is either people- or task-oriented or whether one can be both. Today, the consensus is that leaders can achieve a “high-high” leadership style. Another approach is the dyad between a leader and each follower. Followers have different relationships with the leader, and the ability of the leader to develop a positive relationship with each follower contributes to team performance. The leader-member exchange theory says that high-quality relationships have a positive outcome for leaders, followers, work units, and the organization. Leaders can attempt to build individualized relationships with each subordinate as a way to meet needs for both consideration and structure. The historical development of leadership theory presented in this chapter introduces some important ideas about leadership.
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- Economics, LEADERSHIP ROLES, download full file