Bài giảng Management - Chapter 12: Leadership

LeadershipChapter TwelveMcGraw-Hill/Irwin Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved.Learning ObjectivesLO 1 Discuss what it means to be a leader. LO 2 Summarize what people want and what organizations need from their leaders.LO 3 Explain how a good vision helps you be a better leader.LO 4 Identify sources of power in organizations.LO 5 List personal traits and skills of effective leaders.12-*Learning Objectives (cont.)LO 6 Describe behaviors that will make you a better leader and identify when the situation calls for them.LO 7 Distinguish between charismatic and transformational leaders.LO 8 Describe types of opportunities to be a leader in an organization.LO 9 Discuss how to further your own leadership development.12-*LeadershipLeader One who influences others to attain goals.The greater the number of followers, the greater the influence12-*VisionVisionA mental image of a possible and desirable future state of the organization.12-*Sources of Power12-*Figure 12.1Leadership Grid12-*Figure 12.2The Vroom Model of LeadershipVroom modelA situational model that focuses on the participative dimension of leadership.12-*Figure 12.3Fiedler’s Contingency ModelFiedler’s contingency model of leadership effectivenessA situational approach to leadership postulating that effectiveness depends on the personal style of the leader and the degree to which the situation gives the leader power, control, and influence over the situation.12-*Hersey and Blanchard’s Situational TheoryHersey and Blanchard’s situational theoryA life-cycle theory of leadership postulating that a manager should consider an employee’s psychological and job maturity before deciding whether task performance or maintenance behaviors are more important.12-*Path-Goal TheoryPath-goal theoryA theory that concerns how leaders influence subordinates’ perceptions of their work goals and the paths they follow toward attainment of those goals.12-*The Path-Goal Framework12-*Figure 12.5Contemporary Perspectives on LeadershipCharismatic leaderA person who is dominant, self-confident, convinced of the moral righteousness of his beliefs, and able to arouse a sense of excitement and adventure in followers.12-*Contemporary Perspectives on LeadershipTransformational leaderA leader who motivates people to transcend their personal interests for the good of the group.Transactional leadersLeaders who manage through transactions, using their legitimate, reward, and coercive powers to give commands and exchange rewards for services rendered.12-*Opportunities for LeadersServant-leaderA leader who serves others’ needs while strengthening the organization.Bridge leadersA leader who bridges conflicting value systems or different cultures.12-*