Copyright 2005 Prentice Hall, Inc. All rights reserved.,171,L E A R N I N G O U T L I N E Follow this Learning Outline as you read and study this chapter.,Managers versus Leaders Contrast leaders and managers. Explain why leadership is an important behavioral topic. Early Leadership Theories Discuss what research has shown about leadership traits. Contrast the findings of the four behavioral leadership theories. Explain the dual nature of a leaders behavior. Contingency Theories of Leadership Explain how Fiedlers theory of leadership is a contingency model.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,172,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.,Contingency Theories of Leadership Contrast situational leadership and the leader participation model. Discuss how path-goal theory explains leadership. Cutting Edge Approaches to Leadership Differentiate between transactional and transformational leaders. Describe charismatic and visionary leadership. Leadership Issues in the Twenty-First Century Tell the five sources of leaders power. Discuss the issues todays leaders face. Explain why leadership is sometimes irrelevant.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,173,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.,What Is An Organization? Describe the characteristics of an organization. Explain how the concept of an organization is changing. Why Study Management? Explain the universality of management concept. Discuss why an understanding of management is important even if you dont plan to be a manager. Describe the rewards and challenges of being a manager.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,174,Managers Versus Leaders,Managers Are appointed to their position Can influence people only to the extent of the formal authority of their position Do not necessarily have the skills and capabilities to be leaders,Leaders Are appointed or emerge from within a work group Can influence other people and have managerial authority Do not necessarily have the skills and capabilities to be managers,Leadership is the process of influencing a group toward the achievement of goals.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,175,Early Leadership Theories,Trait Theories (1920s-30s) Research focused on identifying personal characteristics that differentiated leaders from nonleaders was unsuccessful. Later research on the leadership process identified seven traits associated with successful leadership: Drive, the desire to lead, honesty and integrity, self-confidence, intelligence, job-relevant knowledge, and extraversion.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,176,Early Leadership Theories (contd),Behavioral Theories University of Iowa Studies (Kurt Lewin) Identified three leadership styles: Autocratic style: centralized authority, low participation Democratic style: involvement, high participation, feedback Laissez faire style: hands-off management Research findings: mixed results No specific style was consistently better for producing better performance Employees were more satisfied under a democratic leader than an autocratic leader.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,177,Early Leadership Theories (contd),Behavioral Theories (contd) Ohio State Studies Identified two dimensions of leader behavior Initiating structure: the role of the leader in defining his or her role and the roles of group members Consideration: the leaders mutual trust and respect for group members ideas and feelings. Research findings: mixed results High-high leaders generally, but not always, achieved high group task performance and satisfaction. Evidence indicated that situational factors appeared to strongly influence leadership effectiveness.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,178,Early Leadership Theories (contd),Behavioral Theories (contd) University of Michigan Studies Identified two dimensions of leader behavior Employee oriented: emphasizing personal relationships Production oriented: emphasizing task accomplishment Research findings: Leaders who are employee oriented are strongly associated with high group productivity and high job satisfaction.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,179,The Managerial Grid,Managerial Grid Appraises leadership styles using two dimensions: Concern for people Concern for production Places managerial styles in five categories: Impoverished management Task management Middle-of-the-road management Country club management Team management,Copyright 2005 Prentice Hall, Inc. All rights reserved.,1710,Contingency Theories of Leadership,The Fiedler Model (contd) Proposes that effective group performance depends upon the proper match between the leaders style of interacting with followers and the degree to which the situation allows the leader to control and influence. Assumptions: A ce