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Unformatted text preview: This edition is intended for use outside of the U.S. only, with content that may be different from the U.S. Edition. This may not be resold, copied, or distributed without the prior consent of the publisher. Chapter 18 Leadership Chapter Outline I. The Nature of Leadership II. Leadership versus Management III. Leadership Traits IV. Behavioral Approaches A. Ohio State Studies B. Michigan Studies C. The Leadership Grid V. Contingency Approaches A. Fiedlers Contingency Theory B. Hersey and Blanchards Situational Theory C. Path-Goal Theory D. Substitutes for Leadership VI. Leading Change Leadership A. Charismatic and Visionary Leaders B. Transformational Leaders VII. Using Power and Influence A. Position Power B. Personal Power VIII. Post-Heroic Leadership for Turbulent Times A. Servant Leadership B. Interactive Leadership C. E-Leadership D. Moral Leadership This edition is intended for use outside of the U.S. only, with content that may be different from the U.S. Edition. This may not be resold, copied, or distributed without the prior consent of the publisher. CHAPTER 18 Leadership 485 Annotated Learning Objectives After studying this chapter, students should be able to: 1. Define leadership and explain its importance for organizations . There is probably no topic more important to business success today than leadership. Leadership occurs between people, involves the use of influence, and is used to attain goals. Influence means that the relationship among people is not passive. A definition of leadership is the ability to influence people toward the attainment of goals. This definition captures the idea that leaders are involved with other people in the achievement of goals. Leadership is dynamic and involves the use of power. Power is the potential ability to influence the behavior of others. Power represents the resources with which a leader effects changes in employee behavior. 2. Identify personal characteristics associated with effective leaders. Traits are the distinguishing personal characteristics of a leader such as intelligence, values, and appearance. In addition to personality traits, physical, social, and work-related characteristics have been studied. However, these traits do not stand-alone. The appropriateness of a trait, or set of traits, depends on the leadership situation. The same traits do not apply to every organization. Further studies have expanded the understanding of leadership beyond the personal traits of the individual to focus on the dynamics of the relationship between leaders and followers. 3. Describe the leader behaviors of initiating structure and consideration and when they should be used. The autocratic and democratic styles suggest that it is the behavior of the leader rather than a personality trait that determines leadership effectiveness. The focus of recent research has shifted from leader personality traits toward the behaviors successful leaders display. Researchers at Ohio State University identified two...
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This note was uploaded on 03/22/2009 for the course MANAGEMENT 5689-9856 taught by Professor Nialamnu during the Fall '08 term at Indiana State University .
- Fall '08