Lea新dership chapter 17 (ppt 31页)
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Early Leadership Theories
• Discuss what research has shown about leadership traits. • Contrast the findings of the four behavioral leadership
theories. • Explain the dual nature of a leader’s behavior.
• Discuss how path-goal theory explains leadership.
Cutting Edge Approaches to Leadership
• Differentiate between transactional and transformational leaders.
Follow this Learning Outline as you read and study this chapter.
Managers versus Leaders
• Contrast leaders and managers. • Explain why leadership is an important behavioral topic.
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
17–3
L E A R N I N G O U T L I N E (cont’d)
Follow tBiblioteka is Learning Outline as you read and study this chapter.
17–2
L E A R N I N G O U T L I N E (cont’d)
Follow this Learning Outline as you read and study this chapter.
Contingency Theories of Leadership
• Contrast situational leadership and the leader participation model.
17–5
Early Leadership Theories
• Trait Theories (1920s-30s)
➢ Research focused on identifying personal characteristics that differentiated leaders from nonleaders was unsuccessful.
8th edition Steven P. Robbins
Mary Coulter
PowerPoint Presentation by Charlie Cook Copyright © 2005 Prentice Hall, Inc. All rights reserved.
LEARNING OUTLINE
Contingency Theories of Leadership
• Explain how Fiedler’s theory of leadership is a contingency model.
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
• Explain the universality of management concept. • Discuss why an understanding of management is
important even if you don’t plan to be a manager. • Describe the rewards and challenges of being a manager.
➢ Do not necessarily have the skills and capabilities to be leaders
• Leaders
➢ Are appointed or emerge from within a work group
➢ Can influence other people and have managerial authority
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
17–4
Managers Versus Leaders
• Managers
➢ Are appointed to their position
➢ Can influence people only to the extent of the formal authority of their position
• Describe charismatic and visionary leadership.
Leadership Issues in the Twenty-First Century
• Tell the five sources of leader’s power. • Discuss the issues today’s leaders face. • Explain why leadership is sometimes irrelevant.
➢ Do not necessarily have the skills and capabilities to be managers
Leadership is the process of influencing a group toward the achievement of goals.
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
What Is An Organization?
• Describe the characteristics of an organization. • Explain how the concept of an organization is changing.
Why Study Management?
• Discuss what research has shown about leadership traits. • Contrast the findings of the four behavioral leadership
theories. • Explain the dual nature of a leader’s behavior.
• Discuss how path-goal theory explains leadership.
Cutting Edge Approaches to Leadership
• Differentiate between transactional and transformational leaders.
Follow this Learning Outline as you read and study this chapter.
Managers versus Leaders
• Contrast leaders and managers. • Explain why leadership is an important behavioral topic.
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
17–3
L E A R N I N G O U T L I N E (cont’d)
Follow tBiblioteka is Learning Outline as you read and study this chapter.
17–2
L E A R N I N G O U T L I N E (cont’d)
Follow this Learning Outline as you read and study this chapter.
Contingency Theories of Leadership
• Contrast situational leadership and the leader participation model.
17–5
Early Leadership Theories
• Trait Theories (1920s-30s)
➢ Research focused on identifying personal characteristics that differentiated leaders from nonleaders was unsuccessful.
8th edition Steven P. Robbins
Mary Coulter
PowerPoint Presentation by Charlie Cook Copyright © 2005 Prentice Hall, Inc. All rights reserved.
LEARNING OUTLINE
Contingency Theories of Leadership
• Explain how Fiedler’s theory of leadership is a contingency model.
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
• Explain the universality of management concept. • Discuss why an understanding of management is
important even if you don’t plan to be a manager. • Describe the rewards and challenges of being a manager.
➢ Do not necessarily have the skills and capabilities to be leaders
• Leaders
➢ Are appointed or emerge from within a work group
➢ Can influence other people and have managerial authority
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
17–4
Managers Versus Leaders
• Managers
➢ Are appointed to their position
➢ Can influence people only to the extent of the formal authority of their position
• Describe charismatic and visionary leadership.
Leadership Issues in the Twenty-First Century
• Tell the five sources of leader’s power. • Discuss the issues today’s leaders face. • Explain why leadership is sometimes irrelevant.
➢ Do not necessarily have the skills and capabilities to be managers
Leadership is the process of influencing a group toward the achievement of goals.
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
What Is An Organization?
• Describe the characteristics of an organization. • Explain how the concept of an organization is changing.
Why Study Management?