Chapter 6 leadership

the nature of leadership

pleat by whish by a person enerts influence
and motivate and
over other inspires
directs their citruifies to a thieve goals
or
organizational goals
leader
able to enert influence achieve its

performance goals

Personal leadership style and managerial fast's

specific ways manager choose to influence other
people
the other
shapes how manager approaches
principal task of managing

servant leadership
servant leader strong desire work for the benefit
of others
move towards employees cervices
Leadership european people oriented
arose japanese group oriented Fiat ygroup

culture time how cons affected by cultures

 SOURCE OF MANAGERIAL
POWER
based on special power from employees and coworker
knowledge series respectadmiration andloyalty
and enperties hasconnection cable rn company
tendsto beused managers who are
livable by
possessed
on a guiding or
coachingmanner

legal
authority managerhave of
theirposition
manager'sabilitytogive
or withholdtangibleand
intangible rewards
manger's ability to punish others
overuse can even result in dangerous
workingcondition
verbal reprimand
pay rate
dismissal
have to be implemented verycarefully

Empowerment
giving employees at all levels the authorities to make decisions

increases managers ability to get things done

workers involvement motivation commitment

move time to concentrate on their

pressing concerns
Trait Description
Intelligence helps managers understand comp ten
issue and solve problems

knowledge 9 make good decisions

and expertise
Dominance

self
confidence

High
energy
Tolerance

for stress
Integrityand
honesty

maturity

Contingency models of leadership

result of the interplaybetween what manager is like

relationship oriented Task oriented

leader leaders

leader concerns e
employee perp m

develop good at high level

relation

leader member relations follower like that and

loyal to heathen
Task structure manufacturing environment
 wow to be performed is clear

positron power legitimate vetted coercive

how favorable a line ton for leading

House path goal theory

contingency model of leadership proposing that effective
leaders can motivate employee to achieve goal
outcome employee try to obtain
reward for high performance and attainment

for work goals

I to attainment of work
lavifying path leading goals
prrective behaviours

supportive behaviours

path goal theory

participative behaviours a
say in matters and
decisions that affert them

achievement oriented behaviour setting challenging goals

eupesting that they be met
in
believing employees
capabilities
supportive behaviours armila to consideration enpressing
concern look out for their best

interest
Directive behaviours initiating structure and include setting goals
Chow how to complete talk take concrete
crept to improve performance
 e
epl I p perfou

Leadership acts in place of the influence of a leader

substitute a
can perform well without manager
possible substitute can be found in characteristic
employee skills enperience motivation
content entent to which work is interesting and fun

TRANIFORMATIONAL
LEADERSHIP
makes aware how important their jobs
employees
how necesiecary to perform
A makes employee of their own needs

personal growth development accomplishment

woull
monkey for the goood organization
CHARISMATIC
enthusiastic self confident
talformational leader LEADER

openly sharing information with employees

clearly communicating encitement
clearly communicate hit vision of how goods
thing would be
INTELECTUAL
STIMULATION
leader engages to make employee aware of problem
a chance people to give their ideas ways
give new
 DEVELOPMENTAL
CONSIDERATION
and
manager support courage employees
giving opportunities enhance skills capabilities
and to grow and encel on the job

Transactional leaders transformational leaders

motivate by rewarding use transactional

stash oriented l leadership as a fool

reprimanding the mate tub canstaition

for low performance

GENDER AND LEADERSHIP

few women in
top management
relatively
women as a
suppostive and concerned
with interpersonal relations
men at a task focused

EMOTIONAL INTELLIGANCE AND IEADERSHIP

leaden mood
enperience positive
better conditions
laden experienced negative moods
ensected move efforts
Empathy
communication skills

manage emotions
 emotional intelligence
develop vision for firm
motivate employees
energizes employees