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Lecture Essentials of contemporary management (6/e): Chapter 10 - Gareth R. Jones, Jennifer M. Geor

Chapter 10 - Leaders and leadership. The main goals of this chapter are to: Explain what leadership is, when leaders are effective and ineffective, and the sources of power that enable managers to be effective leaders; identify the traits that show the strongest relationship to leadership, the behaviors leaders engage in, and the limitations of the trait and behavioral models of leadership; describe what transformational leadership is, and explain how managers can engage in it;. | Leaders and Leadership Chapter Ten Learning Objectives LO10-1 Explain what leadership is, when leaders are effective and ineffective, and the sources of power that enable managers to be effective leaders. LO10-2 Identify the traits that show the strongest relationship to leadership, the behaviors leaders engage in, and the limitations of the trait and behavioral models of leadership Learning Objectives (cont.) LO10-3 Explain how contingency models of leadership enhance our understanding of effective leadership and management in organizations LO10-4 Describe what transformational leadership is, and explain how managers can engage in it LO10-5 Characterize the relationship between gender and leadership and explain how emotional intelligence may contribute to leadership effectiveness. The Nature of Leadership Leadership The process by which a person exerts influence over other people and inspires, motivates and directs their activities to help achieve group or organizational goals 4 Effective leadership increases the firm’s ability to meet new challenges. The Nature of Leadership Leader An individual who is able to exert influence over other people to help achieve group or organizational goals Sources of Managerial Power Figure 10.1 Power: The Key to Leadership Legitimate Power The authority that a manager has by virtue of his or her position in an organizational hierarchy Reward Power The ability of a manager to give or withhold tangible and intangible rewards 7 Legitimate Power The authority that a manager has by virtue of his or her position in the firm. Example: the power to hire or fire employees. Reward Power The ability of a manager to give or withhold tangible and intangible rewards. Example: awarding pay raises or providing verbal praise for good performance. Effective managers use reward power to signal to employees that they are doing a good job. Power: The Key to Leadership Coercive Power The ability of a manager to punish others Expert Power Power that | Leaders and Leadership Chapter Ten Learning Objectives LO10-1 Explain what leadership is, when leaders are effective and ineffective, and the sources of power that enable managers to be effective leaders. LO10-2 Identify the traits that show the strongest relationship to leadership, the behaviors leaders engage in, and the limitations of the trait and behavioral models of leadership Learning Objectives (cont.) LO10-3 Explain how contingency models of leadership enhance our understanding of effective leadership and management in organizations LO10-4 Describe what transformational leadership is, and explain how managers can engage in it LO10-5 Characterize the relationship between gender and leadership and explain how emotional intelligence may contribute to leadership effectiveness. The Nature of Leadership Leadership The process by which a person exerts influence over other people and inspires, motivates and directs their activities to help achieve group or organizational goals 4 .