Class 17 Notes - Chapter THIRTEEN Contemporary Issues in...

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Contemporary Issues in Leadership Chapter THIRTEEN
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Framing: Using Words to Shape Meaning and Inspire Others Leaders use framing (selectively including or excluding facts) to influence how others see and interpret reality. Framing A way to use language to  manage meaning.
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Inspirational Approaches to Leadership Charismatic Leaders 1. Have a vision 2. Are willing to take personal risks to achieve the vision 3. Are sensitive to follower needs 4. Exhibit behaviors that are out of the ordinary Charismatic Leadership Theory Followers make attributions of heroic or  extraordinary leadership abilities when they observe  certain behaviors.
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Key Characteristics of Charismatic Leaders E X H I B I T 13–1 1. Vision and articulation. Has a vision—expressed as an idealized goal—that proposes a future better than the status quo; and is able to clarify the importance of the vision in terms that are understandable to others. 2. Personal risk . Willing to take on high personal risk, incur high costs and engage in self-sacrifice to achieve the vision. 3. Environmental sensitivity. Able to make realistic assessments of the environmental constraints and resources needed to bring about change. 4. Sensitivity to follower needs . Perceptive of others’ abilities and responsive to their needs and feelings. 5. Unconventional behavior . Engages in behaviors that are perceived as novel and counter to norms. Source: Based on J. A. Conger and R. N. Kanungo, Charismatic Leadership in Organizations (Thousand Oaks, CA: Sage, 1998), p. 94.
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Beyond Charismatic Leadership Level 5 Leaders Possess a fifth dimension—a paradoxical blend of  personal humility and professional will—in addition to  the four basic leadership qualities of individual  capability, team skills, managerial competence, and  the ability to stimulate others to high performance. Channel their ego needs away from themselves and  into the goal of building a great company. 
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Transactional and Transformational Leadership Contingent Reward Management by Exception (active) Management by Exception (passive) Laissez-Faire Idealized Influence Inspirational Motivation Intellectual Stimulation Individual Consideration
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This note was uploaded on 03/18/2008 for the course MGT 325 taught by Professor Roth during the Fall '07 term at Michigan State University.

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Class 17 Notes - Chapter THIRTEEN Contemporary Issues in...

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