MAJOR RESEARCH AREAS OF LEADERSHIP Positional Power higher position in org more power The Leader traits/behaviors The

he Led followership Influence Process how and what leaders do to influence others The Situation context influences the behavior of leader Emergence/Effective why one is the leader/performance of leader Leadership TRAIT APPROACH EMPHASIZES PERSONAL ATTRIBUTES OF LEADERS RESEARCH DOES NOT SHOW A UNIVERSAL SET OF TRAITS FOR LEADERS DEPENDS MORE ON THE SITUATION SOME TRAITS INCREASE PROBABILITY OF SUCCESS, BUT DO NOT ENSURE SUCCESS POTENTIALLY EXPLAIN WHY SOME SEEK LEADERSHIP POSITIONS BEHAVIORALAPPROACH 11 LEADERSHIP BEHAVIORS NETWORKING CONFLICT MGT. REWARDING RESOLVING INFORMING POWER AND INFLUENCE REFERENT POWER EXPERT POWER LEGITIMATE POWER REWARD POWER COERCIVE POWER INFLUENCE OUTCOMES Commitment, Compliance, Resistance, Gender differences SUPPORTING MOTIVATING PLANNING MONITORING CLARIFYING

LEADER-MEMBER EXCHANGE Psychological bases: Personal contribution, Loyalty, Affect, Professional respect INFLUENCE TACTICS (p.426) Rational persuasion Inspirational appeals Consultation Ingratiation Personal appeals Exchange Coalition tactics Legitimating tactics Pressure SITUATIONAL APPROACH LEADERS AUTHORITY NATURE OF WORK ATTITUDE OF SUBORDINATES EXTERNAL ENVIRONMENT LEADER EFFECT SITUATION OR SITUATION EFFECT LEADER PATH-GOAL THEORY LEADERS MOTIVATE BY INFLUENCING OTHERS TO BELIEVE THAT VALUED OUTCOMES CAN BE ATTAINED BY SERIOUS EFFORT 4 STYLES OF LEADER BEHAVIOR DIRECTIVE-SET STANDARDS AND EXPECTATIONS SUPPORTIVE- DEMONSTRATE CONCERN FOR INDIVIDUALS PARTICIPATIVE- SOLICIT IDEAS AND INVOLVE IN DECISION MAKING PROCESS ACHIEVEMENT ORIENTED- SET CHALLENGING GOALS, EMPHASIZE STRETCHING TO ATTAIN GOALS COGNITIVE RESOURCES INTELLIGENCE TECHNICAL COMPETENCE JOB-RELEVANT KNOWLEDGE 2 RESOURCES PROBLEM-SOLVING -Prior experience (best under stress) -Intelligence

TRANSFORMATIONAL LEADERSHIP EMPOWERS WORKERS INCREASES COMMITMENT TO ORGANIZATIONAL CHANGE IDEALIZED INFLUENCE ACT AS ROLE MODELS INSPIRATIONAL MOTIVATION INTELLECTUAL STIMULATION ENCOURAGE CREATIVITY COACH AND MENTOR FOLLOWERS CHARISMATIC LEADER REFERS TO FOLLOWERS PERCEPTION OF LEADER; SEE LEADER AS DIVINELY INSPIRED AND UNIQUE TRUST AND RESPECT TO POINT OF IDOLIZING LEADER FOCUS ON INDIVIDUAL LEADER RATHER THAN PROCESS CAN BE GRANDIOSE, FAIL TO DEVELOP SUCCESSORS, LACK OF GUIDANCE POINTS OF CONVERGENCE INFLUENCING EFFECTIVE RELATIONS DECISION MAKING CROSS-CULTURAL ISSUES LANGUAGE DIFFERENCES DIFFERENCES IN SENSE OF OBLIGATION TO COMPANY AMERICAN MANAGERS DO NOT UNDERSTAND ABSENCE OF PUNISHMENT LACK OF PERKS AS LOSS OF STATUS DO NOT COMMIT CAREER TO A SINGLE COMPANY