TAILIEUCHUNG - Lecture Leadership: Enhancing the lessons of experience (4/e) – Chapter 11

Chapter 11 - Characteristics of the situation. As an organizing framework, this chapter introduced the Congruence Model as a way to consider many of the situational factors leaders should consider. In terms of work factors, leaders need to be aware of how task interdependence, task structure, and job characteristics can affect both their own and their followers' behaviors, and how they might change these factors in order to improve followers' satisfaction and performance. | CHAPTER ELEVEN Characteristics of the Situation Current Research That Explores How Situational Factors Affect Leaders’ Behaviors Role theory Multiple-influence model Situational levels Leadership Is a Process, Not a Position Followers Leader Situation Organization Environment Task New Operating Assumptions Of the Information Age Cross Functions – Organizations operate with integrated business processes that cut across departments. Links to customers – Today’s organization’s integrate supply, production, and delivery processes and realize enormous improvements in cost, quality, and response time. Customer segmentation – Information-age companies must learn to offer customized products and services to diverse customer segments. New Operating Assumptions Of the Information Age, continued Global scale – Companies compete against the best companies throughout the entire world. Innovation – Companies must be masters at anticipating customers’ future needs, innovating new products and services, and rapidly deploying new technologies into efficient delivery processes. Knowledge workers – All employees must contribute value by what they know and by the information they can provide. A Congruence Model Output System Unit Individual Formal Organization Informal Organization People Work Input Environment Resources History Strategy Job Characteristics Skill variety Task identity Task significance Autonomy Feedback Task interdependence the degree to which tasks require coordination and synchronization in order for work groups or teams to accomplish desired goals Situational Levels In Which Leaders and Followers Operate Level of authority – one’s hierarchical level in an organization. Organizational structure – the way an organization’s activities are coordinated and controlled. Organizational design – How do I want to divide up the work? How do I want the divisions to coordinate their work? Situational Levels In Which Leaders and Followers Operate, continued Lateral interdependence – the degree of coordination or synchronization required between organizational units to accomplish goals. Organizational culture – a system of shared backgrounds, norms, values or beliefs among members of a group. Schein’s Four Key Organizational Culture Factors Myths and stories Symbols and artifacts Rituals Language

• Kỹ năng lãnh đạo
• Lecture Leadership
• Leadership skills
• Kỹ năng lãnh đạo
• Leadership theory
• Characteristics of the situation
• Job characteristics
• Art of Leadership
• Relationship of Leadership
• Strategic leadership
• Leadership power
• Asserting leader influence
• Leadership practice
• Leadership ethics
• Developing leadership diversity
• Interactive leadership
• Transformational leadership
• Team leadership
• Women and leadership
• Culture and leadership
• Leadership communication
• Communication process
• Behavior theories
• Toxic leadership
• Strategic direction
• Shaping values
• Learning organization
• Leading change
• Analyzing leadership
• The leadership process
• Moral leader
• Servant leadership
• Leadership triangle
• Components of leadership