This preview shows pages 1–3. Sign up to view the full content.
This preview has intentionally blurred sections. Sign up to view the full version.View Full Document
Unformatted text preview: Chapter 10: Leading Effectively: New Perspectives | Chapter 10 Leading Effectively: New Perspectives CHAPTER OVERVIEW In Chapter 10, we present additional lenses for understanding and addressing the range of leadership issues and the pressures on leaders in particular situations. Our focus is on new perspectives and models of leadership: transactional, authentic, transformational, and GLOBE (an acronym for Global Leadership and Organizational Behavior Effectiveness). For some leaders, the journey between here and there is routine. Others see the need to chart a new course through unexplored territory. Such leaders perceive fundamental differences between the way things are and the way things can or should be. They recognize the shortcomings of the present situation and offer a sense of passion and excitement to overcome them. LEARNING GOALS Upon completion of this chapter, the students should be able to: • Explain and apply the characteristics of transactional leadership. • Discuss and apply the attributes of authentic leadership. • Explain and apply the essentials of the transformational leadership model. • Explain the core features of the Global Leadership and Organizational Behavior Effectiveness (GLOBE) model. CHAPTER OUTLINE I. Learning from Experience: Nurturing Leaders at GE II. Transactional Leadership A. Key Components B. Managerial Guidelines C. Change Competency — Robert Nardelli’s Transactional Leadership at Home Depot 65 | Chapter 10: Leading Effectively: New Perspectives III. Authentic Leadership A. Key Components B. Managerial Guidelines C. Diversity Competency—Marilyn Carlson Nelson, CEO of Carlson Companies, on Leadership and Diversity IV. Transformational Leadership Model A. Key Components B. Managerial Guidelines C. Self Competency—Richard Branson, Chairman of the Virgin Group V. GLOBE Model A. Key Components B. Managerial Guidelines C. Across Cultures Competency—Leadership and Culture in Mexico: Emerging Themes VI. Chapter Summary A. Key Terms and Concepts B. Discussion Questions VII. Experiential Exercise and Case A. Experiential Exercise: Self Competency—GLOBE Leader Behaviors Instrument B. Change Competency—Meg Whitman, CEO of eBay KEY TERMS AND CONCEPTS Twenty-two key terms and concepts are developed in Chapter 10. The key terms and concepts, along with definitions or appropriate descriptions, are as follows: Assertiveness: t he degree to which individuals are bold, forceful, dominant, confrontational, or demanding in relationships with others. Authentic leadership: refers to individuals who (1) know and understand themselves, (2) know what they believe and value, and (3) act upon their values and beliefs through open and honest communications with subordinates and others....
View Full Document
This note was uploaded on 03/07/2011 for the course MGMT 6131 taught by Professor Flynn during the Winter '10 term at GCSU.
- Winter '10
- Organizational Leadership