Professional Documents
Culture Documents
CH 13
CH 13
CH 13
to Accompany Chapter 13 of
Management
Canadian Edition
Schermerhorn Wright
Prepared by: Michael K. McCuddy
Adapted by: Lynda Anstett & Lorie Guest
Published by: John Wiley & Sons Canada, Ltd.
behaviors?
What are the contingency theories of
leadership?
What is transformational leadership?
What are current issues in leadership
development?
Management - Chapter 13
Visionary leadership
A leader who brings to the situation a clear and
compelling sense of the future as well as an
understanding of the actions needed to get there
successfully.
Management - Chapter 13
leadership:
Challenge the process.
Show enthusiasm.
Help others to act.
Set the example.
Celebrate achievements.
Management - Chapter 13
Management - Chapter 13
Coercive power.
Capability to punish or withhold positive outcomes.
Legitimate power.
Organizational position or status confers the right to control those
in subordinate positions.
Management - Chapter 13
Referent power.
Capacity to influence others because they admire you and want
to identify positively with you.
Management - Chapter 13
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sources of power.
Use of reward power or legitimate power produces
temporary compliance.
Use of coercive power produces, at best, temporary
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Information.
Responsibility.
Authority.
Trust.
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People concerns
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Authority-obedience management.
High task concern; low people concern.
Impoverished management.
Low task concern; low people concern.
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Laissez-faire style.
Shows little concern for task, lets the group make decisions, and
acts with a do the best you can and dont bother me attitude.
Democratic style.
Committed to task and people, getting things done while sharing
information, encouraging participation in decision making, and
helping people develop skills and competencies.
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task-motivated leaders.
High LPC
relationship-motivated leaders.
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model.
Leaders adjust their styles depending on the
readiness of their followers to perform in a
given situation.
Readiness how able, willing and confident
followers are in performing tasks.
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Participating.
Low-task, high-relationship style.
Works best in low- to moderate-readiness situations.
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Telling.
High-task, low-relationship style.
Work best in low-readiness situations.
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Directive leadership.
Supportive leadership.
Achievement-oriented leadership.
Participative leadership.
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Communicate expectations.
Give directions.
Schedule work.
Maintain performance standards.
Clarify leaders role.
Supportive leadership.
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Participative leadership.
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participation theory:
Decision quality.
Who has the information needed for problem solving.
Decision acceptance.
Importance of subordinate acceptance to eventual
implementation.
Decision time.
Time available to make and implement the decision.
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methods:
Lost efficiency.
Not particularly useful when problems must be solved
immediately.
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Charismatic leaders.
Develop special leader-follower relationships
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Transformational leadership.
Someone who is truly inspirational as a leader
and who arouses others to seek extraordinary
performance accomplishments.
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Self-awareness.
Self-regulation.
Motivation.
Empathy.
Social skill.
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Openness.
Positive relationships.
Support.
Empowerment.
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Copyright 2007 John Wiley & Sons Canada, Ltd. All rights
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