TAILIEUCHUNG - Lecture Management: A practical introduction (6/e): Chapter 14 - Kinicki, Williams

Major questions you should be able to answer: I don’t want to be just a manager; I want to be a leader. What’s the difference between the two? What does it take to be a successful leader? Do effective leaders behave in similar ways? How might effective leadership vary according to the situation on hand? What does it take to truly inspire people to perform beyond their normal levels? If there are many ways to be a leader, which one would describe me best? | Chapter Fourteen Power, Influence, & Leadership: From Becoming a Manager to Becoming a Leader McGraw-Hill/Irwin Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved. Major Questions You Should Be Able to Answer I don’t want to be just a manager; I want to be a leader. What’s the difference between the two? What does it take to be a successful leader? Do effective leaders behave in similar ways? Major Questions You Should Be Able to Answer How might effective leadership vary according to the situation on hand? What does it take to truly inspire people to perform beyond their normal levels? If there are many ways to be a leader, which one would describe me best? The Nature of Leadership Leadership the ability to influence employees to voluntarily pursue organizational gains Characteristics of Being a Manager & a Leader Table Five Sources of Power Legitimate power results from managers’ formal positions within the organization Reward power results from managers’ authority to reward their subordinates Coercive power results from managers’ authority to punish their subordinates Five Sources of Power (cont.) Expert power results from one’s specialized information or expertise Referent power derived from one’s personal attraction Five Approaches to Leadership Table Key Positive Leadership Traits Table Behavioral Approaches Behavioral leadership approaches attempt to determine the distinctive styles used by effective leaders Drucker’s Tips for Improving Leadership Effectiveness Table The Path-Goal Leadership Model Path-Goal Leadership Model holds that the effective leader makes available to followers desirable rewards in the workplace and increases their motivation by clarifying the paths, or behavior, that will help them achieve those goals and providing them with support House’s Revised Path-Goal Theory Figure Full-Range Model Transactional leadership focuses on clarifying employees’ roles and task requirements and providing rewards and punishments contingent on performance Full-Range Model Transformational leadership transforms employees to pursue organizational goals over self-interests influenced by individual characteristics and organizational culture

• Quản trị kinh doanh
• Lecture Management
• Management theory
• Strategic management
• The environment of management
• Behavioral approaches
• Path goal leadership model
• Risk management
• Lecture Risk management
• Financial institutions
• Classification of risk
• Benefits of risk management
• Risk management process
• Learning management systems
• Management skills
• Lecture Learning management systems
• Computer based learning
• Management system
• Process and organizational resources
• Learning management careers
• Global management skill
• Human resource management
• Management practices
• Lecture Management practices
• Managing organizational structure
• Management trends
• Management levels
• Effective management
• Management roles
• Exploring management
• Lecture Exploring management
• Management process
• Management learning
• Behavioral management
• industry document management
• time management
• management methods
• arts management
• management experience
• team management skills
• improving management skills
• Multinational financial management
• Financial management
• Lecture Multinational financial management
• International cash management
• Cash flow analysis
• Centralized cash management
• Production operations management
• Operations Management
• Production Management
• Lecture Production operations management
• Business strategy
• Objectives of inventory management