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Steven P. Robbins
Mary Coulter
LEARNI NG O UTLI NE
Follow this Learning Outline as you read and study this chapter.
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L E A R N I N G O U T L I N E (contd)
Follow this Learning Outline as you read and study this chapter.
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L E A R N I N G O U T L I N E (contd)
Follow this Learning Outline as you read and study this chapter.
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Leaders
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the desire to lead, honesty and integrity, selfconfidence, intelligence, job-relevant knowledge, and
extraversion.
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177
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findings:
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for people
Concern
for production
management
management
Middle-of-the-road
Country
Team
management
club management
management
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The
Managerial
Grid
Source: Reprinted by permission of
Harvard Business Review. An exhibit
from Breakthrough in Organization
Development by Robert R. Blake,
Jane S. Mouton, Louis B. Barnes, and
Larry E. Greiner, November
December 1964, p. 136. Copyright
1964 by the President and Fellows of
Harvard College. All rights reserved.
Exhibit 17.3
1711
Leaders
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relations
structure
Position
power
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Exhibit 17.4
1714
Readiness:
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Selling:
Participating:
Delegating:
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R2:
R3:
R4:
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Exhibit 17.5
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Exhibit 17.6
1721
Time-Driven
Model
Exhibit 17.7
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leader
Supportive leader
Participative leader
Achievement oriented leader
Copyright 2005 Prentice Hall, Inc. All
rights reserved.
1723
Path-Goal Theory
Exhibit 17.8
1724
Transformational Leadership
Leaders who inspire followers to transcend their own
self-interests for the good of the organization by
clarifying role and task requirements.
Leaders who also are capable of having a profound
and extraordinary effect on their followers.
Copyright 2005 Prentice Hall, Inc. All
rights reserved.
1725
a vision.
Are able to articulate the vision.
Are willing to take risks to achieve the vision.
Are sensitive to the environment and follower needs.
Exhibit behaviors that are out of the ordinary.
Copyright 2005 Prentice Hall, Inc. All
rights reserved.
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Exhibit 17.9
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Expert power
The influence a leader
can exert as a result of
his or her expertise,
skills, or knowledge.
Referent power
The power of a leader
that arise because of a
persons desirable
resources or admired
personal traits.
1731
Trust
The belief of followers and others in the integrity,
character, and ability of a leader.
Dimensions
1732
Exhibit 17.10
1733
Performance management
Defining,
Trust
Creating
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Empowering Employees
Empowerment
Involves increasing the decision-making discretion of
workers such that teams can make key operating
decisions in develop budgets, scheduling workloads,
controlling inventories, and solving quality problems.
Why empower employees?
Quicker
Addresses
1735
Cross-Cultural Leadership
Universal Elements of
Effective Leadership
Vision
Foresight
Providing encouragement
Trustworthiness
Dynamism
Positiveness
Proactiveness
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Women
Men
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Source: R. Sharpe, As Leaders, Women Rule, BusinessWeek, November 20. 2000, p. 75.
Exhibit 17.12
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Job characteristics
Routine,
Organization characteristics
Explicit
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