Chapter 8 - Leadership. After reading the material in this chapter, you should be able to: Describe the five stages of Tuckman’s theory of group development; contrast roles and norms, and specify four reasons norms are enforced in organizations; describe four attributes of a team player; explain three ways to build trust and three ways to repair trust. | leadership Pages 289-326. KNOWLEDGE OBJECTIVES Define leadership and distinguish between formal and informal leaders. Demonstrate mastery of the trait concept of leadership. Compare and contrast major behavioral theories of leadership. Explain contingency theories of leadership, emphasizing how they relate leadership effectiveness to situational factors. Describe transformational leaders. Integrate concepts and ideas from behavioral, contingency, and transformational leadership. Discuss several additional topics of current relevance, including leader–member exchange, servant leadership, gender effects on leadership, and global differences in leadership. ? See page 289. LEADERSHIP See page 292. TRAIT THEORY OF LEADERSHIP See pages 292-296. IMPORTANT LEADERSHIP TRAITS Drive Leadership Motivation Integrity Self-Confidence Cognitive Ability Knowledge of the Domain Openness to new experiences Extraversion See pages 293, 295. BEHAVIORAL THEORIES OF LEADERSHIP (UNIVERSITY OF MICHIGAN . | leadership Pages 289-326. KNOWLEDGE OBJECTIVES Define leadership and distinguish between formal and informal leaders. Demonstrate mastery of the trait concept of leadership. Compare and contrast major behavioral theories of leadership. Explain contingency theories of leadership, emphasizing how they relate leadership effectiveness to situational factors. Describe transformational leaders. Integrate concepts and ideas from behavioral, contingency, and transformational leadership. Discuss several additional topics of current relevance, including leader–member exchange, servant leadership, gender effects on leadership, and global differences in leadership. ? See page 289. LEADERSHIP See page 292. TRAIT THEORY OF LEADERSHIP See pages 292-296. IMPORTANT LEADERSHIP TRAITS Drive Leadership Motivation Integrity Self-Confidence Cognitive Ability Knowledge of the Domain Openness to new experiences Extraversion See pages 293, 295. BEHAVIORAL THEORIES OF LEADERSHIP (UNIVERSITY OF MICHIGAN STUDIES) Job-Centered Emphasizes tasks and methods to accomplish them Supervises employees closely Behaves punitively Employee-Centered Emphasizes personal needs and interpersonal relationships Delegates decision making authority Provides supportive environment See pages 296-297. BEHAVIORAL THEORIES OF LEADERSHIP (OHIO STATE UNIVERSITY STUDIES) Consideration Express friendship Develop mutual trust and respect Build strong interpersonal relationships Offer support Allow employee’s to participate in decision making Initiating Structure Establish well-defined patterns of organization and communication Define procedures Delineate their relationships with subordinates Emphasize goals and deadlines Identify performance expectations See page 297. BEHAVIORAL THEORIES OF LEADERSHIP Adapted from Exhibit 8-2: Comparison of Consideration and Initiating Structure with Employee-Centered and Job-Centered Concepts D B Initiating Structure Consideration High High Low A (Employee-Centered Style) C .
