FTU OB Session 9
Foreign Trade University
Organization Behavior
Session 9: Ch. 12
Leadership
Dr. Noel Jones, PhD
International Business &
Management Consultant
Dr. Noel Jones
1
Chapter 12 Learning Objectives
After studying this chapter you should be able to:
1.
2.
3.
4.
5.
6.
7.
8.
Define leadership and contrast leadership and management.
Summarize the conclusions of trait theories of leadership.
Identify the central tenets and main limitations of behavioral theories.
Assess contingency theories of leadership by their level of support.
Compare and contrast charismatic and transformational leadership.
Define authentic leadership and show why effective leaders exemplify ethics and trust.
Demonstrate the role mentoring plays in our understanding of leadership.
Address challenges to the effectiveness of leadership.
12-2
Define leadership and contrast
LO 1 leadership and management
• Leadership is the ability to influence a group toward the achievement of a vision or set of goals. • Not all leaders are managers nor are all managers leaders.
• Nonsanctioned leadership is often as important or more important than formal influence.
12-3
Define leadership and contrast
LO 1 leadership and management
• Strong leadership and strong management are needed for optimal effectiveness.
• Leaders are needed today to challenge the status quo, create visions of the future, and inspire organizational members to want to achieve the visions.
• Managers formulate detailed plans, create efficient organizational structures, and oversee day-to-day operations. 12-4
Summarize the conclusions of
LO 2 trait theories of leadership
• Trait theories of leadership focus on personal qualities and characteristics.
• The search for personality, social, physical, or intellectual attributes that differentiate leaders from nonleaders goes back to the earliest stages of leadership research.
12-5
Summarize the conclusions of
LO 2 trait theories of leadership
• A breakthrough, of sorts, came when
researchers
Organization Behavior
Session 9: Ch. 12
Leadership
Dr. Noel Jones, PhD
International Business &
Management Consultant
Dr. Noel Jones
1
Chapter 12 Learning Objectives
After studying this chapter you should be able to:
1.
2.
3.
4.
5.
6.
7.
8.
Define leadership and contrast leadership and management.
Summarize the conclusions of trait theories of leadership.
Identify the central tenets and main limitations of behavioral theories.
Assess contingency theories of leadership by their level of support.
Compare and contrast charismatic and transformational leadership.
Define authentic leadership and show why effective leaders exemplify ethics and trust.
Demonstrate the role mentoring plays in our understanding of leadership.
Address challenges to the effectiveness of leadership.
12-2
Define leadership and contrast
LO 1 leadership and management
• Leadership is the ability to influence a group toward the achievement of a vision or set of goals. • Not all leaders are managers nor are all managers leaders.
• Nonsanctioned leadership is often as important or more important than formal influence.
12-3
Define leadership and contrast
LO 1 leadership and management
• Strong leadership and strong management are needed for optimal effectiveness.
• Leaders are needed today to challenge the status quo, create visions of the future, and inspire organizational members to want to achieve the visions.
• Managers formulate detailed plans, create efficient organizational structures, and oversee day-to-day operations. 12-4
Summarize the conclusions of
LO 2 trait theories of leadership
• Trait theories of leadership focus on personal qualities and characteristics.
• The search for personality, social, physical, or intellectual attributes that differentiate leaders from nonleaders goes back to the earliest stages of leadership research.
12-5
Summarize the conclusions of
LO 2 trait theories of leadership
• A breakthrough, of sorts, came when
researchers