1、Fundamentals of ManagementTenth EditionChapter 11Leadership and TrustFundamentals of ManagementTentLearning Objectives11.1 Define leader and leadership.11.2 Compare and contrast early leadership theories.11.3 Describe the four major contingency leadership theories.11.4 Describe modern views of leade

2、rship and the issues facing todays leaders.11.5 Discuss trust as the essence of leadership.Learning Objectives11.1 DefineLearning Objectives 11.1Define leader and leadership.Learning Objectives 11.1DefineWho are Leaders, and What is Leadership?LeaderSomeone who can influence others and who has manag

3、erial authority.LeadershipThe process of leading a group and influencing that group to achieve its goals.Who are Leaders, and What is LLearning Objectives 11.2Compare and contrast early leadership theories. Learning Objectives 11.2ComparTrait Theories of LeadershipTrait Theories of LeadershipWhat Tr

4、aits Do Leaders Have?1. Drive2. Desire to lead3. Honesty and integrity4. Self-confidence5. Intelligence6. Job-relevant knowledge7. Extraversion8. Proneness to guiltWhat Traits Do Leaders Have?1.Behavioral Theories of LeadershipBehavioral Theories of LeadersUniversity of Iowa and Ohio State Studies U

5、niversity of Iowa and Ohio StUniversity of Michigan Study and Managerial GridUniversity of Michigan Study aSituational LeadershipWhich leadership styles might be suitable in different situations, and what were these different situations?Situational LeadershipLearning Objectives 11.3Describe the four

6、 major contingency leadership theories.Learning Objectives 11.3DescriLeast-Preferred Coworker QuestionnaireLeast-Preferred Coworker QuestThe Fiedler ModelThe Fiedler ModelSituational Leadership TheoryWhy does a leadership theory focus on the followers?What does readiness mean?Situational Leadership

7、TheorySituational Leadership Theory (cont.)Situational Leadership Theory Leader-Participation ModelLeader-Participation ModelPath-Goal TheoryFour leadership behaviors:Directive leaderSupportive leaderParticipative leaderAchievement-oriented leaderPath-Goal TheoryFour leadershiPath-Goal ModelPath-Goa

8、l ModelLearning Objectives 11.4Describe modern views of leadership and the issues facing todays leaders.Learning Objectives 11.4DescriFour Contemporary Views of LeadershipLeader-Member Exchange (LMX)Transformational-Transactional LeadershipCharismatic-Visionary LeadershipTeam LeadershipFour Contempo

9、rary Views of LeaLeader-Member Exchange TheoryA leadership theory that says leaders create in-groups and out-groups and those in the in-group will have higher performance ratings, less turnover, and greater job satisfaction.Leader-Member Exchange TheoryTransactional vs. Transformational LeadersTrans

10、formational Leaders:leaders who stimulate and inspire (transform) followers to achieve extraordinary outcomes.Transactional Leaders:Leaders who lead primarily by using social exchanges (or transactions).Transactional vs. TransformatiCharismatic vs. Visionary LeadersCharismatic vs. Visionary LeadTeam

11、 Leader RolesTeam Leader RolesContemporary Issues: Employee Empowerment12-26Managers are increasingly leading by not leading; that is, by empowering their employees.Contemporary Issues: Employee Contemporary Issues: National CultureCross-Cultural LeadershipKorean leaders are expected to be paternali

12、stic toward employees. Arab leaders who show kindness or generosity without being asked to do so are seen by other Arabs as weak. Japanese leaders are expected to be humble and speak frequently. Scandinavian and Dutch leaders who single out individuals with public praise are likely to embarrass, not

13、 energize, those individuals.12-27Contemporary Issues: National Contemporary Issues: Emotional Intelligence (EI)12-28EI, more than any other single factor, is the best predictor of who will emerge as a leader.Contemporary Issues: EmotionalLearning Objectives 11.5Discuss trust as the essence of leadership. Learning Objectives 11.5DiscusFi