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McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights

the Followers. and the Situation .C HAPTER T WO Leadership Involves an Interaction Between the Leader.

Etc. Etc. All Rights . Followers Leadership Situation Values Task Norms Stress Cohesiveness. An Interactional Framework For 2-3 Analyzing Leadership Leader Personality Position Expertise.. Etc. Inc. Environment. McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies.

All Rights . 2-4 Styles of Followership • Alienated ‫مفترض‬ • Conformist ‫متطابق‬ • Pragmatists‫براقماتي‬ • Passive‫مبني للمجهول‬ • Exemplary ‫مثالي‬ McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies.. Inc.

. All Rights . Inc. Leader Traits ‫سمات‬That Influence 2-5 the Leadership Process • Personality • Position • Experience • Selection process McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies.

All Rights . Inc.. Follower Traits ‫سمات‬That 2-6 Influence the Leadership Process • Expectations • Personality • Maturity‫النضج‬ • Competency levels‫مستوى الكفاءه‬ McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies.

continued • Motivation • Number of followers • Trust and confidence McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies.. Follower Traits That Influence the Leadership 2-7 Process. Inc. All Rights .

Followers Can Make a Bigger 2-8 Contribution By: • Being more proactive ‫ سباق‬in solving organizational problems. • Becoming better skilled at “influencing upward..” • Staying flexible and open to opportunities. Inc. All Rights . McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies.

McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies. • Interested in the big picture of followers’ work. How Leaders Interact with 2-9 Followers • Create environments where followers’ innovations and creative contributions‫ مساهمات‬are welcome. • Encourage growth and development in followers.. All Rights . Inc.

All Rights . Inc. • Change situations rather than just optimize their group’s adaptation to it. McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies. 2-10 How Leaders Interact ‫ تفاعل‬with Followers. continued • Motivate followers through more personal and intangible ‫غير‬ ‫ الملموسه‬factors. • Redefine the parameters of tasks and responsibilities..