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Leadership McGraw-Hill/Irwin Contemporary Management, 5/e Copyright © 2008 The McGraw-Hill Companies, Inc. All rights reserved. chapter fourteen
Learning Objectives ,[object Object],[object Object]
Learning Objectives ,[object Object],[object Object],[object Object]
The Nature of Leadership ,[object Object],[object Object]
Question? ,[object Object],[object Object],[object Object],[object Object],[object Object]
The Nature of Leadership ,[object Object],[object Object]
The Nature of Leadership ,[object Object],[object Object],[object Object]
The Nature of Leadership ,[object Object],[object Object],[object Object]
Leadership Across Cultures ,[object Object],[object Object],[object Object],[object Object]
Sources of Managerial Power Figure 14.1
Power: The Key to Leadership ,[object Object],[object Object]
Power: The Key to Leadership ,[object Object],[object Object],[object Object]
Power: The Key to Leadership ,[object Object],[object Object],[object Object],[object Object]
Power: The Key to Leadership ,[object Object],[object Object],[object Object]
Power: The Key to Leadership ,[object Object],[object Object],[object Object]
Empowerment: An Ingredient in  Modern Management ,[object Object],[object Object]
Empowerment: An Ingredient in  Modern Management ,[object Object],[object Object],[object Object]
Leadership Models ,[object Object],[object Object],[object Object],[object Object]
Leadership Models ,[object Object],[object Object]
Leadership Models ,[object Object],[object Object],[object Object],[object Object]
Leadership Models ,[object Object],[object Object],[object Object]
Contingency Models of Leadership ,[object Object],[object Object]
Contingency Models of Leadership ,[object Object],[object Object]
Contingency Models of Leadership  ,[object Object],[object Object],[object Object]
Contingency Models of Leadership ,[object Object],[object Object],[object Object]
Fiedler’s Model  ,[object Object],[object Object],[object Object]
Fiedler’s Model ,[object Object],[object Object]
Fiedler’s Contingency Theory of Leadership Figure 14.2
House’s Path-Goal Theory ,[object Object],[object Object],[object Object],[object Object]
Question? ,[object Object],[object Object],[object Object],[object Object],[object Object]
Motivating with Path-Goal ,[object Object],[object Object],[object Object]
Motivating with Path-Goal ,[object Object],[object Object],[object Object]
Motivating with Path-Goal ,[object Object]
Discussion Question ,[object Object],[object Object],[object Object],[object Object],[object Object]
The Leader Substitutes Model ,[object Object],[object Object],[object Object]
The Leader Substitutes Model ,[object Object],[object Object],[object Object]
Transformational Leadership ,[object Object],[object Object]
Transformational Leadership ,[object Object],[object Object]
Being a Charismatic Leader ,[object Object],[object Object]
Being a Charismatic Leader ,[object Object],[object Object],[object Object],[object Object],[object Object]
Intellectual Stimulation ,[object Object],[object Object],[object Object]
Developmental Consideration ,[object Object],[object Object]
Transactional Leadership ,[object Object],[object Object],[object Object]
Gender and Leadership ,[object Object],[object Object]
Gender and Leadership ,[object Object],[object Object]
Emotional Intelligence and Leadership ,[object Object],[object Object],[object Object]
Emotional Intelligence and Leadership ,[object Object],[object Object],[object Object],[object Object]
Movie Example: The Fugitive ,[object Object]

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Management Chapter14

Notes de l'éditeur

  1. The correct answer is “B” – leader. See next slide
  2. Leaders may delegate and support subordinates, while others are very authoritarian.
  3. Example: the power to hire or fire employees.
  4. Example: awarding pay raises or providing verbal praise for good performance.
  5. Both behaviors are independent; managers can be high or low on both behaviors.
  6. The correct answer is “C” – participative behavior. See slide 14-33
  7. There is no one best answer. Students should be able to discuss the differences and appropriateness of the different models.
  8. Leadership The Fugitive Richard Kimble (Harrison Ford) has been convicted of the murder of his wife. En route to prison the bus is involved in an accident and some prisoners escape, including Kimble. Agent Sam Gerard (Tommy Lee Jones) of the U.S. Marshals arrives on scene to coordinate the search for the fugitives. Kimble returns to Chicago to find his wife’s real killer and Gerard searches for Kimble and the truth. In this scene, Gerard arrives on the scene of the accident and takes over the investigation. What type of leader is Gerard? Is Gerard an effective leader? Is Gerard motivated by affiliation, power or achievement?