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CHAPTER 9 LEADERSHIP I teach a course in Leadership and have found that this topic is one that students really enjoy. Many of them aspire to high leadership positions; some already are leaders on campus or in their communities or churches. They all want to know more about the topic in order to improve their own abilities. However, that said, the material in this chapter can almost overpower students. There are so many theories that they can frequently become confused. You will probably find that you need more time than you expect to cover the material presented in this and the following chapter. Experiential exercises and role plays can be extremely helpful here both in reinforcing the concepts and in giving the students some breathing room. MANAGERIAL CHALLENGES FROM THE FRONT LINE: Taylor Ridout, Owner, The Shoppes at Brownstone Village At the age of 29, Taylor Ridout bought and restored a shopping area in Arlington, Texas. Marketing was easy. Learning to lead the 100+ employees and vendors was difficult. Her preferred leadership style was to make friends with everyone and help everyone be friends with each other. This resulted in lower than anticipated performance from laidback workers. Suggested Questions: 1. Why wouldn’t making friends with everyone work as a leadership style? 2. Can anyone as young as Tyler Ridout really be a good leader? 3. What variables do you think Tyler Ridout needs to consider in deciding how to be a better leader? Check it out! www. brownstonevillage .com/ http://www.brownstonevillage.com/Reprint.pdf WHAT IS LEADERSHIP It has been observed that “There are almost as many definitions of leadership as there are persons who have attempted to define the concept” The definition used in this text is consistent with the majority of these definitions and emphasizes that leadership is an influence process. 1. Organizational Leadership: a. An interpersonal process involving attempts to influence other people in attaining some goal. b. Can be exhibited by anyone at any level of an organization c. Leadership opportunities are, however, more likely to occur in supervisory and managerial positions than non-managerial positions. d. Leadership behavior is expected more of those in supervisory and managerial positions. e. Leaders can have multiple motives and goals, personal as well as organizational. 194
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f. Use of coercion (force) is not usually considered leadership. However, it can be difficult to differentiate coercive from non-coercive behavior. 2. Effective leadership: (Slide 7) a. Influence that assists a group or an organization to meet its goals and objectives and perform successfully. b. Is enabling behavior c. Unlocks performance potential in the organization.
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