This chapter’s objectives are to: Define leadership in a global context, distinguish among four basic types of leaders, demonstrate the progression of leadership thought and practice over time, appraise contemporary and emerging leadership perspectives. | Chapter 13 Managers as Leaders Define leadership in a global context Distinguish among four basic types of leaders Demonstrate the progression of leadership thought and practice over time Appraise contemporary and emerging leadership perspectives Learning Objectives Leadership Process of influence aimed at directing behavior toward the accomplishment of objectives Leaders – people who use critical thinking to successfully influence others to get positive organizational results through motivation and communication Leadership in a global economy Modality of communication has had a significant impact on leadership styles and behavior Globalized companies affected by external forces that can significantly change management challenges Managers as Leaders (p. 326) Positional power (p. 329) Legitimate power – influence that a manager has because of his or her title inside an organization or status in a community Reward power – influential ability to affect a team member positively through . | Chapter 13 Managers as Leaders Define leadership in a global context Distinguish among four basic types of leaders Demonstrate the progression of leadership thought and practice over time Appraise contemporary and emerging leadership perspectives Learning Objectives Leadership Process of influence aimed at directing behavior toward the accomplishment of objectives Leaders – people who use critical thinking to successfully influence others to get positive organizational results through motivation and communication Leadership in a global economy Modality of communication has had a significant impact on leadership styles and behavior Globalized companies affected by external forces that can significantly change management challenges Managers as Leaders (p. 326) Positional power (p. 329) Legitimate power – influence that a manager has because of his or her title inside an organization or status in a community Reward power – influential ability to affect a team member positively through resources, preferred schedules, and additional status Coercive power – influential ability to influence people through the threat of or actual negative consequences for undesired actions Managers as Leaders (cont.) Personal power (p. 329) Referent power – influence that is based on a manager’s appealing traits or resources, such as charisma or the ability to offer an employee a promotion Expert power – influence that is derived from perceived knowledge, skill, or competence ., a manager that is skilled in computer programming has expert power with a software development team Managers as Leaders (cont.) Directive leadership Involves providing specific, task-focused directions, giving commands, assigning goals, close supervision, and constant follow-up Influence based on position or legitimate power Transactional leadership Creates reward contingencies and exchange relationships that result in calculative compliance on the part of followers Provides rewards or punishments for .
