Chapter 13 - Chapter 13 LEADING AND LEADERSHIP DEVELOPMENT...

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Chapter 13: LEADING AND LEADERSHIP DEVELOPMENT CHAPTER 13 OVERVIEW Leading is the process of inspiring others to work hard to accomplish important tasks. As such, the leading function is an essential component of effective management. This chapter focuses on the leading function and various theories of leadership. It begins by exploring the nature of leadership, in general, and visionary leadership, in particular. Next, the chapter examines the roles that sources of position power and personal power play in the leadership process. The chapter also explores how power can be turned into influence, how power relates to ethics, and how leaders can empower followers. The chapter continues with a discussion of the trait, behavioral, and contingency approaches to leadership. In discussing the behavioral approach, emphasis is placed on the Blake and Mouton Leadership Grid . Under the contingency approach, particular attention is devoted to the managerial implications of Fiedler’s contingency model, House’s path-goal theory, the Hersey-Blanchard situational leadership model, and the Vroom- Jago leader-participation model. Next, the chapter focuses on transactional leadership and transformational leadership. Finally, the chapter explores current issues in leadership theory and practice, including emotional intelligence, gender and leadership, “old-fashioned” leadership, and moral leadership. CHAPTER 13 STUDY QUESTIONS SUMMARY Study Question 1: What is the nature of leadership? Leadership is the process of inspiring others to work hard to accomplish important tasks. The ability to communicate a vision, a clear sense of the future, is increasingly considered essential for effective leadership. Power is the ability to get others to do what you want them to do through leadership. Sources of position power include rewards, coercion, and legitimacy or formal authority; sources of personal power include expertise and reference. Effective leaders empower others, allowing them to make job-related decisions on their own. Servant leadership is follower-centered, focusing on helping others fully utilize their talents. Study Question 2: What are the important leadership traits and behaviors?
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Traits that seem to have a positive impact on leadership include drive, integrity, and self- confidence. Research on leader behaviors focused on alternative leadership styles based on concerns for task and concerns for people. One suggestion of leader-behavior researchers is that effective leaders will be good at team-
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This note was uploaded on 10/14/2010 for the course MG 390 taught by Professor Borah during the Spring '10 term at North Alabama.

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Chapter 13 - Chapter 13 LEADING AND LEADERSHIP DEVELOPMENT...

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