©Prentice Hall, 2001Chapter 111 Leadership and Trust.

Slides:



Advertisements
Similar presentations
Chapter 12 Leaders and Leadership
Advertisements

Chapter 14 Leadership MGMT6 © 2014 Cengage Learning.
Chapter 17 Leadership What Does Leadership What Does Leadership Involve? Involve? Trait Behavioral Theories Trait Behavioral Theories of Leadership of.
Early Theories: The Foundations of Modern Leadership
Chapter 5: Contingency Leadership Theories
Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 1 ©20 01 by Prentice Hall, Inc. Chapter 13.
Basic Approaches to Leadership Pertemuan 10 Matakuliah: G0292/Organizational Behavior Tahun: 2007 Adapted from: ORGANIZATIONAL BEHAVIOR S T E P H E N P.
PowerPoint Presentation by Charlie Cook Leading with Influence Chapter 13 Copyright © 2003 South-Western/Thomson Learning. All rights reserved.
Leadership and Trait Theory
Leadership Ability to influence a group toward the achievement of goals I) Trait Theories II) Behavioral Theories III) Contingency Theories.
Leadership Organizational Behaviour Social Behaviour.
Leadership Organizational Behaviour Social Behaviour.
HRM 601 Organizational Behavior Session 11 Leadership.
Chapter 11: Basic Approaches to Leadership
Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 1 ©20 01 by Prentice Hall, Inc. Chapter 13.
Leadership. Objectives Contrast and compare “management” and “leadership” Contrast and compare “management” and “leadership” Explain clearly the role.
11 Chapter Leadership and Trust Copyright ©2011 Pearson Education.
Leadership 14 © 2012 Cengage Learning.
12 Chapter Leadership and Trust Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 12-1.
Leaders and Leadership
Halaman 1 Mata kuliah: J0084 / Introduction to Management and Business Tahun: 2007 Versi: 1 / 3 Pertemuan 09 (Ninth Meeting) Leadership.
Contingency Theories of Leadership Wofford & Liska (1993) Graeff (1997) Howell et al. (1990) Peters et al. (1985)
© 2005 Prentice Hall Inc. All rights reserved.11–0 What Is Leadership? Leadership The ability to influence a group toward the achievement of goals. Management.
© 2005 Prentice-Hall 10-1 Leadership and Creating Trust Chapter 10 Essentials of Organizational Behavior, 8/e Stephen P. Robbins.
What is Leadership? Organizational Leadership
ORGANIZATIONAL BEHAVIOR S T E P H E N P. R O B B I N S E L E V E N T H E D I T I O N W W W. P R E N H A L L. C O M / R O B B I N S © 2005 Prentice Hall.
CHAPTER 12 Leadership Introduction to Industrial/Organizational Psychology by Ronald E. Riggio.
LEADERSHIP Chapter 12 MGMT 370.
LEADERSHIP THEORIES.
Leadership &Trust . 1.
DOING THINGS RIGHT OR DOING THE RIGHT THING?&WINNING HEARTS&MINDS! Chapter 8&9.
Explain why the study of leadership is so complicated and identify some of the various debates about the study of leadership Describe the different theories.
Leadership What Does Leadership Involve?
©Prentice Hall, 2001Chapter 111 Leadership and Trust.
© 2007 Prentice Hall Inc. All rights reserved. Basic Approaches to Leadership Chapter TWELVE.
Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved 1 CHAPTER 17 CHAPTER SEVENTEEN Management 3rd Edition Chuck Williams.
11 Chapter Leadership and Trust Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall.
CHAPTER 7 LEADERSHIP. Leadership Is a leader born or can they be ‘made’ Are there leadership traits? Are there different styles of leadership? Do men.
Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 3-1 Chapter 3 Early Theories: The Foundations of Modern Leadership.
The Meaning of Leadership Leadership as a Process: what leaders actually do.Leadership as a Process: what leaders actually do. –Use noncoercive influence.
Contingency Approaches
© 2003 McGraw-Hill Ryerson Ltd. Leadership Chapter Eleven.
© 2003 McGraw-Hill Australia Pty Ltd. PowerPoint Slides t/a Management: A Pacific Rim Focus Enhanced Edition. Slides prepared by David Meacheam & George.
Leadership Lecture 11.
Managing Leadership & Influence process Chapter-17 Chapter Outline: Meaning of Leadership # Path-Goal Theory # Substitutes for Power & Leadership leadership.
Major Approaches to Studying Leadership 1.Heredity 2.Graphology 3.Astrology 4.Phrenology 5.Traits 6.Behaviors 7.Contingency Theories 8.New Frontiers.
HSA 171 CAR. 1436/6/20-14  Transactional and Transformational Leadership.  Leadership Theories 3.
O r g a n i z a t i o n a l b e h a v i o r e l e v e n t h e d i t i o n.
Basic Approaches to Leadership © PAPERHINT.COM. What Is Leadership? Leadership The ability to influence a group toward the achievement of goals Management.
ORGANIZATIONAL BEHAVIOR S T E P H E N P. R O B B I N S W W W. P R E N H A L L. C O M / R O B B I N S T E N T H E D I T I O N © 2003 Prentice Hall Inc.
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall 18-1 Managers.
Leadership in Organizations
© 2007 Prentice Hall Inc. All rights reserved. Basic Approaches to Leadership Chapter TWELVE.
Chapter 14 Leadership © 2015 Cengage Learning MGMT7.
Leadership. Leadership: final exam take-home question What is your theory, model, philosophy of leadership? Tell your story: how did you form your view.
Basic Approaches to Leadership ©
CHAPTER 17 Managing Leadership and Influence Processes MGT 211 Fall 2015.
© 2007 Prentice Hall Inc. All rights reserved. Basic Approaches to Leadership Chapter TWELVE.
ORGANIZATIONAL BEHAVIOR S T E P H E N P. R O B B I N S E L E V E N T H E D I T I O N W W W. P R E N H A L L. C O M / R O B B I N S © 2005 Prentice Hall.
© 2005 Prentice-Hall 10-1 Leadership and Creating Trust Chapter 10 Essentials of Organizational Behavior, 8/e Stephen P. Robbins.
Chapter 9 Leadership Managers versus leaders Trait theories of leadership Behavioral theories of leadership Contingency theories of leadership Contemporary.
Contingency Approaches
Chapter 12: Leaders and Leadership
Chapter 14 Leadership MGMT7 © 2014 Cengage Learning.
Chapter 12 Leadership and Followership
Module 2: Leadership and Leading Change
Define leader and leadership
Explain why the study of leadership is so complicated and identify some of the various debates about the study of leadership Describe the different theories.
o r g a n i z a t i o n a l b e h a v i o r
Presentation transcript:

©Prentice Hall, 2001Chapter 111 Leadership and Trust

©Prentice Hall, 2001Chapter 112 What Is Leadership? A definition of management A definition of leadership Formal and informal leaders Leadership and management

©Prentice Hall, 2001Chapter 113 Trait Theories of Leadership Ambition and Energy Desire to Lead Self-ConfidenceHonesty and Integrity IntelligenceJob-RelevantKnowledge

©Prentice Hall, 2001Chapter 114 Managerial Grid Concern for Task Concern for People

©Prentice Hall, 2001Chapter 115 Managerial Grid Concern for Task Concern for People HighLow High IDEAL How do you change? Autocratic Country Club

©Prentice Hall, 2001Chapter 116 Fiedler’s LPCModel Task Concern for People Leader-member relations Task Structure Position Power High Low GOODPOOR structured unstructured favorable for leader Type of LEADER most effective Concern for Task

©Prentice Hall, 2001Chapter 117 Cognitive Resource Theory can negatively affect leader behavior Stress

©Prentice Hall, 2001Chapter 118 Situational Leadership Theory Able and WillingLet Followers Perform Able and Unwilling Support & Participation Unable and Willing High Task Orientation Unable and UnwillingClear, Specific Directions Readiness of Followers Behavior of Leaders

©Prentice Hall, 2001Chapter 119 Leader-Member Exchange Model Personal Compatibility Subordinate Competence Leader SubordinateASubordinateBSubordinateC In-Group SubordinateDSubordinateESubordinateF Out-Group Trust High Interactions Formal Relations High Performance Low Performance

©Prentice Hall, 2001Chapter 1110 The Path-Goal Theory Environmental not controllable Environmental Performance / Satisfaction Satisfaction Leader Behavior Directive to Supportive Leader Behavior Directive to Supportive SubordinateControllableSubordinateControllable

©Prentice Hall, 2001Chapter 1111 Substitutes and Neutralizers for Leadership Defining Characteristics Relationship- Oriented Leadership Task- Oriented Leadership Individual Experience/training Professionalism Indifference to rewards Job Highly structured task Provides own feedback Intrinsically satisfying Organization Explicit formal goals Rigid rules & procedures Cohesive work groups No effect Substitutes Neutralizes No effect Substitutes No effect Substitutes Neutralizes Substitutes No effect Substitutes

©Prentice Hall, 2001Chapter 1112 TransactionalLeadershipTransactionalLeadership 4 4 Contingent reward 4 4 Lassiez-Faire 4 4 Management by exception (active)

©Prentice Hall, 2001Chapter 1113 TransformationalLeadershipTransformationalLeadership 4 4 Charisma 4 4 Inspiration 4 4 Intellectual stimulation 4 4 Individualized consideration

©Prentice Hall, 2001Chapter 1114 What Is Trust? Integrity Competence Consistency Loyalty Openness

©Prentice Hall, 2001Chapter 1115 DeterrenceBased KnowledgeBasedIdentificationBased Three Types of Trust

Feedback: Privacy Policy Feedback
Do Not Sell My Personal Information
About project: SlidePlayer Terms of Service

© 2025 SlidePlayer.com. Inc. All rights reserved.