Name: CHAPTER 10
Uploaded: 2022-08-31
Duration: 9 min 4 s
Description: x x x x x x x x x x x x x x. CHAPTER 10. Leading People and Organizations.

x x x x x x x x x x x x x x. CHAPTER 10. Leading People and Organizations. 

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CHAPTER 10. Define what leadership is and identify traits of effective leaders. Identify leadership skills Learn the position of trait approaches in the history of leadership studies. Explain the traits that are associated with leadership. Discuss the limitations of trait approaches to leadership. Explain the behaviors that are associated with leadership. Identify the three alternative decision-making styles leaders use and the conditions under which they are more effective. Discuss the limitations of behavioral approaches to leadership.. 

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Define what leadership is and identify traits of effective leaders.  Identify leadership skills Learn the position of trait approaches in the history of leadership studies. Explain the traits that are associated with leadership. Discuss the limitations of trait approaches to leadership. Explain the behaviors that are associated with leadership. Identify the three alternative decision-making styles leaders use and the conditions under which they are more effective. Discuss the limitations of behavioral approaches to leadership.

CHAPTER 10. LEADERSHIP may be defined as the act of influencing others to work toward a goal. Leaders exist at all levels of an organization. Some leaders hold a position of authority and may use the power that comes from their position, as well as their personal power, to influence others; they are called FORMAL LEADERS . In contrast, INFORMAL LEADERS are without a formal position of authority within the organization but demonstrate leadership by influencing others through personal forms of power.. 

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LEADERSHIP  may be defined as the act of influencing others to work toward a goal. Leaders exist at all levels of an organization.  Some leaders hold a position of authority and may use the power that comes from their position, as well as their personal power, to influence others; they are called                    FORMAL LEADERS . In contrast,  INFORMAL LEADERS  are without a formal position of authority within the organization but demonstrate leadership by influencing others through personal forms of power.

CHAPTER 10. L eadership is the first of five facets constituting a manager’s leading function in the P-O-L-C framework. For an effective management, leadership must be present.. 

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L eadership  is the first of five facets constituting a manager’s leading function in the P-O-L-C framework. For an effective management, leadership must be present.

Planning
Organizing
l. Vision & Mission l. OrganizationDesig0
2. Strategizing
2. Culture
3. Goals80bjectives 3. Social Networks
leading
l, Leadership
2. Decision Making
3. Communications
4. Groupsffeams
5. Motivation
Controlling
II.Systems/Processes
. Strategic Human
Resources

CHAPTER 10. Leaders do not rely on the use of force to influence people . Instead, people willingly adopt the leader’s goal as their own goal. If a person is relying on force and punishment, the person is a dictator, not a leader . leaders as at least partly responsible for their team’s or company’s success and failure When people and organizations fail, managers and CEOs are often viewed as responsible.. 

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Leaders do not rely on the use of force to influence people . Instead, people willingly adopt the leader’s goal as their own goal. If a person is relying on force and punishment, the person is a dictator, not a leader . leaders as at least partly responsible for their team’s or company’s success and failure When people and organizations fail, managers and CEOs are often viewed as responsible.

x x x x x x x x x x x x x x. CHAPTER 10. 3 LEADERSHIP SKILLS ACCORDING TO ROBERT KATZ. 

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3 LEADERSHIP SKILLS ACCORDING TO ROBERT KATZ

Katz's Three Skill Areas
Technical Skills
Proficient in a specific type of work
•
• Ability fo work with things
Based on specific knowledge
•
Necessary af Lower/middLe management
Less used by upper/ senior management
•
Examples
Coding for a Software Professional
Accounting for Chartered Accountant
Process Knowledge for Associate
Operational Know-how for Ops Associate
Medicine knowledge for Pharmacist
Human Skills
• Ability fo work with people
Openness to inputs of others
• Adapt ideas based on Input
• Create atmosphere of frusf
Important af all the three levels
•
Examples
Effective Communication Skills
Ability to Lead a Team
Ability to Motivate Others
Team Player I Collaboration Skills
Interpersonal Relationship/Networking
www.fechnofunc.com
Stechnofunc
Conceptual Skills
• Ability to work with ideas and concepts
• Strategic plans and setting direction
Cognitive, business, and strategic skills
•
Hosf important for fop managers
•
Necessary skill fo climb the career Ladder
•
Examples
Creativity & Innovation
Decision Making & Problem Solving
Thinking as a whole — linking the dots
Strategic Thinking — Setting the Vision
Dealing with Cornplexity

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x x x x x x x x x x x x x x. CHAPTER 10. 10.1 Who Is a Leader? Trait Approaches to Leadership. 

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10.1 Who Is a Leader? Trait Approaches to Leadership

The earliest approach to the study of leadership sought to identify a set of traits that distinguished leaders from  non-leaders .

Big Five Personality Traits / Useful Notes - TV Tropes

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Who Is a Leader? Trait Approaches to Leadership

x x x x x x x x x x x x x x. CHAPTER 10. 10.2 What Do Leaders Do? Behavioral Approaches to Leadership.. 

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10.2 What Do Leaders Do? Behavioral Approaches to  Leadership.

What do good leaders do?
• Help others
• Ask for help
Motivate other people
•
Achieve unity within their group
•
Guide those who need guidance
•
• Establish goals and begin to work toward them
Hold themselves accountable for their group's
•
actions
• Listen to those they are leading

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Behaviors involving structuring the roles of subordinates, providing them with instructions and behaving in ways that will increase the performance of the group. (Also called  initiating structure .)  Behaviors that include showing concern for employee feelings and treating employees with respect. (Also called c onsideration .)

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Behavioral approaches to leadership showed that task-oriented and people-oriented behaviors are two key aspects of leadership.

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LEADER DECISION MAKING  Another  question behavioral researchers focused on was how leaders actually make decisions, and the influence of decision-making styles on leader effectiveness and employee reactions. Three types of decision-making styles were studied. In  authoritarian  decision  making,  leaders make the decision alone without necessarily involving employees in the decision-making process. When leaders use  democratic decision  making ,  employees participate in the making of the decision. Finally, leaders using  laissez-faire decision  making  leave employees alone to make the decision; the leader provides minimum guidance and involvement in the decision.

CHAPTER 10

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