Chapter 14 Leadership in Organizational

Chapter 14 Leadership in Organizational Settings

14

LEADERSHIP IN ORGANIZATIONAL SETTINGS

LEARNING OBJECTIVES

After reading this chapter, students should be able to: Define leadership and shared leadership. List seven competencies of effective leaders. Describe the people-oriented and task-oriented leadership styles. Outline the path-goal theory of leadership. Summarize leadership substitutes theory. Distinguish transformational leadership from transactional and charismatic leadership. Describe the four elements of transformational leadership. Describe the implicit leadership perspective. Discuss the influence of culture on perceptions of effective leaders Discuss similarities and differences in the leadership styles of women and men.

CHAPTER GLOSSARY

Fiedler’s contingency model Developed by Fred Fiedler, suggests that leader effectiveness depends on whether the person’s natural leadership style is appropriately matched to the situation. implicit leadership theory The idea that it is perceptual processes that cause people to inflate the importance of leadership in explaining organizational events. leadership Influencing, motivating, and enabling others to contribute toward the effectiveness and success of the organizations of which they are members. leadership substitutes A theory that identifies contingencies that either limit the leader’s ability to influence subordinates or make that particular leadership style unnecessary. path–goal leadership theory A contingency theory of leadership based on expectancy theory of motivation that relates several leadership styles to specific employee and situational contingencies. servant leadership The belief that leaders serve followers by understanding their needs and facilitating their work performance. shared leadership The view that leadership is broadly distributed rather than assigned to one person, such that people within the team and organization lead each other. situational leadership theory Developed by...