(BQ) Part 2 book "Organizational behavior" has contents: Leadership effectiveness - Foundations; developing and leading teams; managing conflict and negotiating effectively, managerial decision making, organization design, cultivating organizational culture, cultivating organizational culture. | chapter 10 Leadership Effectiveness: Foundations Learning Goals After studying this chapter, you should be able to: 1 Describe the role of power and political behavior in the leadership process. 2 Describe three legacy models of leadership: traits, Theory X/ Theory Y, and behavioral. 3 Explain and apply the Situational Leadership® Model. 4 Explain and apply the Vroom– Jago leadership model. Learning Content Learning from Experience Douglas Conant’s Leadership at Campbell Soup Co. Power and Political Behavior Change Competency Carol Bartz’s Use of Power to Change Yahoo! Legacy Leadership Models Self Competency Colin Powell’s “Lessons in Leadership” Situational Leadership® Model Communication Competency Paul Millman, CEO, Chroma Technology Vroom–Jago Leadership Model Ethics Competency The Bank CEO Experiential Exercise and Case Experiential Exercise: Self Competency Personal Power Inventory Case: Diversity Competency Women on Corporate Boards Learning from Experience Douglas Conant’s Leadership at Campbell Soup Co. MEL EVANS/AP PHOTO Douglas R. Conant was appointed president and chief executive officer of Campbell’s Soup Company in 2001. Campbell’s, headquartered in Camden, New Jersey, is a global manufacturer and marketer in 120 countries of simple foods such as soup, baked foods, frozen foods, and vegetable-based beverages. The company has approximately $8 billion in annual sales and a variety of brands, such as Campbell’s, Pepperidge Farm, Prego, Swanson, and V8. Its 190,000 employees are in various locations and its principal markets are in North America, Australia, France, Germany, and Belgium. Under Conant’s leadership, Campbell’s has reversed a decline in shareholder value and employee commitment. The company has made significant investments to improve product quality and packaging, strengthen the effectiveness of its marketing programs, and develop a strong innovation pipeline. Campbell’s also has improved its financial profile, enhanced its .
