BUS137 Chapter 9

Learning Objectives ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Vision – what is it? ,[object Object],[object Object],[object Object],[object Object],[object Object]

Leading and Managing ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Leadership Styles ,[object Object],[object Object],[object Object],[object Object],[object Object]

Sources of Power ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Traditional Approaches to Leadership ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Important Traits for Leaders ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Decision Styles ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Path-goal Theory ,[object Object],[object Object],[object Object],[object Object]

Path-Goal Theory ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Path-Goal Theory ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Path-Goal Theory ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Contemporary Perspectives ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Nontraditional Leadership Roles ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Good leaders need courage ,[object Object],[object Object],[object Object]

Vroom’s Model ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Vroom’s Five Leader Decision Styles ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Vroom’s Five Leader Decision Styles ,[object Object],[object Object],[object Object],[object Object],[object Object]

Ohio State Studies ,[object Object],[object Object],[object Object]

Michigan Studies ,[object Object],[object Object]

Fiedler’s Contingency Model ,[object Object],[object Object],[object Object]

Fiedler’s Contingency Model ,[object Object],[object Object],[object Object],[object Object]

Fiedler’s Least Preferred Co-worker (LPC) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Substitutes for Leadership ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

BUS137 Chapter 9

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BUS137 Chapter 9