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CH 12

CH 12

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Published by cbell_76
Book Description
Publication Date: March 14, 2008 | ISBN-10: 0136007171 | ISBN-13: 978-0136007173 | Edition: 13
Robbins/Judge provide the research you want in the language your students understand; accompanied with the best selling self-assessment software, SAL.
Some topics include management functions; the social sciences; helping employees balance work and other responsibilities; improving people skills; improving customer service; motivational concepts; communication; power and politics; conflict and negotiation; culture; and stress management.
Globally accepted and written by one of the most foremost authors in the field, this is a necessary read for all managers, human resource workers, and anyone needing to understand and improve their people skills.
Book Description
Publication Date: March 14, 2008 | ISBN-10: 0136007171 | ISBN-13: 978-0136007173 | Edition: 13
Robbins/Judge provide the research you want in the language your students understand; accompanied with the best selling self-assessment software, SAL.
Some topics include management functions; the social sciences; helping employees balance work and other responsibilities; improving people skills; improving customer service; motivational concepts; communication; power and politics; conflict and negotiation; culture; and stress management.
Globally accepted and written by one of the most foremost authors in the field, this is a necessary read for all managers, human resource workers, and anyone needing to understand and improve their people skills.

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Published by: cbell_76 on Aug 25, 2012
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11/13/2013

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CH 12
1. Are leadership and management different from one another? If so, how?
Leadership- The ability to influence a group toward the achievement of goals.Management- the use of authority inherent in designated formal rank to obtain compliance fromorganizational membersBecause management positions come with some degree of formally designated authority, a person mayassume a leadership role simply because of the position he or she holds in the organization. But not allleaders are manager, nor, fo
r that matter, are all managers’ leaders. Just because an organization
provides its managers with certain formal rights is no assurance that they will be able to lead effectively.
2. What is the premise of trait theories? What traits are associated with leadership?
Trait theories of leadership differentiate leaders from nonleaders by focusing on personal qualities andcharacteristics.Extraversion is the most important trait of effective leaders. Leaders who are extraverted,conscientious, and open do seem to have an advantage when it comes to leadership. Emotionalintelligence is another trait that may indicate effective leadership.
 4
. What is Fiedler’s contingency model?
 
Has it been supported in research?
 The Fiedler contingency model proposes that effective group performance depends on the proper
match between the leader’s style and the degree to which the situation gives control to the leader.
 Leader: Style is Fixed- Task oriented vs. Relationship orientedConsiders Situational Favorableness for Leader
 
Leader-member relations
 
Task structure
 
Position powerKey Assumption- Leader must fit situation; options to accomplish this
 
Select leader to fit situation
 
Change situation to fit leaderAs a whole, reviews of the major studies that have tested the overall validity of the Fiedler model lead togenerally positive conclusion. That is, there is considerable evidence to support at least substantialparts of the model.
6. What are the predictions of the leader-participation model?
 

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