Chapter 12 Leadership and Followership teacher resources nqimch12

Chapter 12 Leadership and Followership teacher resources nqimch12

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12 LEADERSHIP AND FOLLOWERSHIP CHAPTER SCAN Leaders direct and guide followers in the organization, recognizing both roles as critical to the success of the organization. There is a positive relationship between leaders and followers in organizations, and a distinct difference between leadership and management. Leaders may be autocratic, democratic, or laissez-faire in their approach. This chapter divides leadership theories into four schemes correlating to universal trait theories, universal behavioral theories, contingent trait theories, and contingent behavioral theories. Several theories are examined, and the relationship between leaders and followers is discussed. Specific emphasis is placed on the Leadership Grid, Fiedler's theory, path-goal theory, normative decision theory, and the situational leadership model. LEARNING OBJECTIVES After reading this chapter, you should be able to do the following: 1. Define leadership and followership. 2. Discuss the differences between leadership and management, and between leaders and managers. 3. Compare autocratic, democratic, and laissez-faire leadership styles. 4. Explain initiating structure and consideration, leader behaviors, and the Leadership Grid. 5. Explain Fiedler's contingency theory of leadership. 6. Distinguish among the path-goal theory, the Vroom-Yetton-Jago theory, and the situational leadership model. 7. Distinguish among transformational, transactional, and charismatic leaders. 8. Discuss the characteristics of effective and dynamic followers. 233
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Chapter 12: Leadership and Followership KEY TERMS Chapter 12 introduces the following key terms: leadership formal leadership informal leadership followership leader manager autocratic style democratic style laissez-faire style initiating structure consideration Leadership Grid organization man manager (5,5) authority-compliance manager (9,1) country club manger (1,9) team manager (9,9) impoverished manager (1,1) paternalistic “father knows best” manager (9+9) opportunistic “what’s in it for me” manager (Opp) least preferred coworker (LPC) task structure position power leader–member relations charismatic leadership dynamic follower THE CHAPTER SUMMARIZED I. LOOKING AHEAD: A Loudmouthed Activist II. LEADERSHIP AND MANAGEMENT Leaders are either formal leaders (officially sanctioned based on power and authority) or informal leaders (unofficial leadership accorded by other members of the organization). All leaders guide and direct the behavior of other people in the work environment. Leaders cannot accomplish goals without the assistance of followers. Followership is the process of being guided and directed by the leader. Good leaders are not necessarily good managers, nor are good managers necessarily good leaders. According to Kotter, managers control complexity and leaders produce change. Leaders work for change; managers advocate stability. Leaders and managers differ along four
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This note was uploaded on 01/06/2012 for the course BME 214614 taught by Professor Staff during the Fall '10 term at SUNY Empire State.

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Chapter 12 Leadership and Followership teacher resources nqimch12

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