Chapter_15

Chapter_15 - Instructors Manual Organizational Behavior...

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Unformatted text preview: Instructors Manual Organizational Behavior & Management, 9 th edition Chapter Fifteen: Leadership Chapter Synopsis This chapter addresses the issue of leadership in organizations by presenting the major leadership theories and discussing key leadership concepts. In the first section, the authors define leadership, discuss its importance, and present an overarching leadership model. Subsequent sections cover three types of leadership theories: Trait theories Personal-behavioral theories (Ohio State studies, University of Michigan studies) Situational theories (Fiedler's contingency model, Hersey-Blanchard situational leadership theory, and the path-goal model) In presenting each theory, the authors explain its underlying principles and offer a critical assessment, focusing on the theory's strengths and shortcomings. Tables and figures further summarize and explain how the theories work. The final section explores several variables, such as tasks, organization structure, and subordinate characteristics, which act as effective substitutes for leadership . Learning Objectives After completing this chapter, students should be able to: 1. Define the term leadership. 2. Discuss the trait approach to leadership. 3. Describe two major behavior approaches to leadership. 4. Explain what situational approaches are and describe several significant ones. 5. Identify a number of substitutes for leadership. 15-1 Instructors Manual Organizational Behavior & Management, 9 th edition Key Terms leadership Using influence in an organizational setting or situation, producing effects that are meaningful and have a direct impact on accomplishing challenging goals. trait theory of leadership An attempt to identify specific characteristics (physical, mental, personality) associated with leadership success. The theory relies on research that relates various traits to certain success criteria. job-centered leader Focuses on encouraging employees to complete the task and uses close supervision so that individuals perform their tasks using acceptable and timely procedures. employee-centered leader Focuses on having people complete the work and believes in delegating decision making and aiding employees in satisfying their needs by creating a supportive work environment. initiating structure Designates behavior in which the leader organizes and defines the relationships in the group, tends to establish well-defined patterns and channels of communication, and spells out ways of getting the job done. consideration Involves behavior indicating friendship, mutual trust, respect, warmth, and rapport between the leader and the followers. leadermember relations A factor in the Fiedler contingency model that refers to the degree of confidence, trust, and respect that the leader obtains from the followers....
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This note was uploaded on 04/06/2012 for the course BUS 5601 taught by Professor Muth during the Spring '09 term at FIT.

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Chapter_15 - Instructors Manual Organizational Behavior...

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