TAILIEUCHUNG - Lecture Management: Leading and collaborating in a competitive world (10/e) – Chapter 12

After studying Chapter 10, you will be able to: Discuss what it means to be a leader, summarize what people want and what organizations need from their leaders, explain how a good vision helps you be a better leader, identify sources of power in organizations, list personal traits and skills of effective leaders,. | Leadership Chapter Twelve McGraw-Hill/Irwin Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved. Learning Objectives LO 1 Discuss what it means to be a leader. LO 2 Summarize what people want and what organizations need from their leaders. LO 3 Explain how a good vision helps you be a better leader. LO 4 Identify sources of power in organizations. LO 5 List personal traits and skills of effective leaders. 12- Learning Objectives (cont.) LO 6 Describe behaviors that will make you a better leader and identify when the situation calls for them. LO 7 Distinguish between charismatic and transformational leaders. LO 8 Describe types of opportunities to be a leader in an organization. LO 9 Discuss how to further your own leadership development. 12- Leadership Leader One who influences others to attain goals. The greater the number of followers, the greater the influence 12- Vision Vision A mental image of a possible and desirable future state of the organization. 12- Sources of Power 12- Figure Leadership Grid 12- Figure The Vroom Model of Leadership Vroom model A situational model that focuses on the participative dimension of leadership. 12- Figure Fiedler’s Contingency Model Fiedler’s contingency model of leadership effectiveness A situational approach to leadership postulating that effectiveness depends on the personal style of the leader and the degree to which the situation gives the leader power, control, and influence over the situation. 12- Hersey and Blanchard’s Situational Theory Hersey and Blanchard’s situational theory A life-cycle theory of leadership postulating that a manager should consider an employee’s psychological and job maturity before deciding whether task performance or maintenance behaviors are more important. 12- Path-Goal Theory Path-goal theory A theory that concerns how leaders influence subordinates’ perceptions of their work goals and the paths they follow toward attainment of those goals. 12- The Path-Goal Framework 12- Figure Contemporary Perspectives on Leadership Charismatic leader A person who is dominant, self-confident, convinced of the moral righteousness of his beliefs, and able to arouse a sense of excitement and adventure in followers. 12- Contemporary Perspectives on Leadership Transformational leader A leader who motivates people to transcend their personal interests for the good of the group. Transactional leaders Leaders who manage through transactions, using their legitimate, reward, and coercive powers to give commands and exchange rewards for services rendered. 12- Opportunities for Leaders Servant-leader A leader who serves others’ needs while strengthening the organization. Bridge leaders A leader who bridges conflicting value systems or different cultures. 12-

• Quản trị kinh doanh
• Strategic value
• Lecture Management
• Competitive world
• Managerial decision making
• Path Goal Theory
• Contemporary perspectives on leadership
• Strategic management
• Lecture Strategic management
• Strategic leadership
• International strategy
• Creating value
• Global markets
• Internal environment
• Value chain analysis
• Strategic resources
• Knowledge management
• Internet strategies
• Corporate level strategy
• Corporate performance
• E business strategies
• Internet activity
• Internet technologies
• Leadership Coaching
• Coaching Initiative
• Transactional versus
• Insight Connection
• Powerful Partnerships
• Transformational Coaching
• Cost management
• Cost systems
• Lecture Cost management
• Operational performance measurement
• Strategic performance measurement
• Value chain
• Leadership profiles of successful project managers in Indonesia
• Successful project managers in Indonesia
• Project strategic value
• The crisp set qualitative comparative analysis
• Situational analysis
• Strategic planning
• Organization structure
• Organizational agility
• Strategic alliances
• Lectures Marketing management
• Marketing management
• Developing marketing strategies and plans
• Marketing and customer value
• Corporate and division strategic planning
• Business unit strategic planning
• A marketing plan
• Implementing strategy
• Quản lý chi phí
• Strategic pricing
• Sales growth and market
• Namely strategic supplier partnership
• Structural equation modelling
• Strategic supplier partnership
• Supply chain management
• internal dynamics
• strategic perspectives
• ecological value
• Technological change
• automobile firms
• major elements
• Logistics and supply chain management
• Supply chain
• Competitive strategy
• Customer value
• Strategic lead time management
• Forest Utilization
• Adding Value
• Hemicellulose
• Performance
• Strategic Choices
• Subcontracting SMEs
• ebook marketing
• human resources
• economic science
• business
• management experience
• executive coaching
• Asian brands
• international branding
• shareholder value
• brand strategy
• strategic tool
• Leadership model
• marketing managers
• CRM implementation
• CRM Unplugged
• integrate CRM
• customer information
• Marketing Insights