LEADERSHIP Chapter 12 MGMT 370

LEADING Process of inspiring others POSITION POWER PERSONAL POWER Reward Power Coercive Power Legitimate Power PERSONAL POWER Expert Power Referent Power

LEADING VISION Servant Leadership Empowerment Selflessness

LEADER TRAITS AND BEHAVIORS Styles—Leadership Grid

Classic Leadership Styles Autocratic Human Relations Laissez-Faire Democratic

CONTINGENCY APPROACHES Fiedler’s Contingency Model Match style to situation

CONTINGENCY APPROACHES Hersey-Blanchard Situational Model

CONTINGENCY APPROACHES House’s Path-Goal Leadership Theory Path-Goal Contingencies Leadership Substitutes

CONTINGENCY APPROACHES Vroom-Jago Leader-Participation Model Authority decision Consultative decision Group decision

LEADERSHIP DEVELOPMENT Charismatic Superleaders Transactional vs. Transformational Leadership Vision Charisma Symbolism Empowerment Intellectual Stimulation Integrity

Leaders and Emotional Intelligence

Emotional Intelligence Self-Awareness Self-Management Motivation Empathy Relationship Management

LEADERSHIP and GENDER Gender Similarities Hypothesis Who leads better? Men: Directive, assertive, traditional, position power Women: Participative, motivating, communicative, listeners, mentors, supportive

And Last but Not Least… Drucker’s “Old-Fashioned” Leadership Moral Leadership Integrity Authentic Leadership