12: Leading People Within Organizations
- Page ID
- 34451
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\(\newcommand{\avec}{\mathbf a}\) \(\newcommand{\bvec}{\mathbf b}\) \(\newcommand{\cvec}{\mathbf c}\) \(\newcommand{\dvec}{\mathbf d}\) \(\newcommand{\dtil}{\widetilde{\mathbf d}}\) \(\newcommand{\evec}{\mathbf e}\) \(\newcommand{\fvec}{\mathbf f}\) \(\newcommand{\nvec}{\mathbf n}\) \(\newcommand{\pvec}{\mathbf p}\) \(\newcommand{\qvec}{\mathbf q}\) \(\newcommand{\svec}{\mathbf s}\) \(\newcommand{\tvec}{\mathbf t}\) \(\newcommand{\uvec}{\mathbf u}\) \(\newcommand{\vvec}{\mathbf v}\) \(\newcommand{\wvec}{\mathbf w}\) \(\newcommand{\xvec}{\mathbf x}\) \(\newcommand{\yvec}{\mathbf y}\) \(\newcommand{\zvec}{\mathbf z}\) \(\newcommand{\rvec}{\mathbf r}\) \(\newcommand{\mvec}{\mathbf m}\) \(\newcommand{\zerovec}{\mathbf 0}\) \(\newcommand{\onevec}{\mathbf 1}\) \(\newcommand{\real}{\mathbb R}\) \(\newcommand{\twovec}[2]{\left[\begin{array}{r}#1 \\ #2 \end{array}\right]}\) \(\newcommand{\ctwovec}[2]{\left[\begin{array}{c}#1 \\ #2 \end{array}\right]}\) \(\newcommand{\threevec}[3]{\left[\begin{array}{r}#1 \\ #2 \\ #3 \end{array}\right]}\) \(\newcommand{\cthreevec}[3]{\left[\begin{array}{c}#1 \\ #2 \\ #3 \end{array}\right]}\) \(\newcommand{\fourvec}[4]{\left[\begin{array}{r}#1 \\ #2 \\ #3 \\ #4 \end{array}\right]}\) \(\newcommand{\cfourvec}[4]{\left[\begin{array}{c}#1 \\ #2 \\ #3 \\ #4 \end{array}\right]}\) \(\newcommand{\fivevec}[5]{\left[\begin{array}{r}#1 \\ #2 \\ #3 \\ #4 \\ #5 \\ \end{array}\right]}\) \(\newcommand{\cfivevec}[5]{\left[\begin{array}{c}#1 \\ #2 \\ #3 \\ #4 \\ #5 \\ \end{array}\right]}\) \(\newcommand{\mattwo}[4]{\left[\begin{array}{rr}#1 \amp #2 \\ #3 \amp #4 \\ \end{array}\right]}\) \(\newcommand{\laspan}[1]{\text{Span}\{#1\}}\) \(\newcommand{\bcal}{\cal B}\) \(\newcommand{\ccal}{\cal C}\) \(\newcommand{\scal}{\cal S}\) \(\newcommand{\wcal}{\cal W}\) \(\newcommand{\ecal}{\cal E}\) \(\newcommand{\coords}[2]{\left\{#1\right\}_{#2}}\) \(\newcommand{\gray}[1]{\color{gray}{#1}}\) \(\newcommand{\lgray}[1]{\color{lightgray}{#1}}\) \(\newcommand{\rank}{\operatorname{rank}}\) \(\newcommand{\row}{\text{Row}}\) \(\newcommand{\col}{\text{Col}}\) \(\renewcommand{\row}{\text{Row}}\) \(\newcommand{\nul}{\text{Nul}}\) \(\newcommand{\var}{\text{Var}}\) \(\newcommand{\corr}{\text{corr}}\) \(\newcommand{\len}[1]{\left|#1\right|}\) \(\newcommand{\bbar}{\overline{\bvec}}\) \(\newcommand{\bhat}{\widehat{\bvec}}\) \(\newcommand{\bperp}{\bvec^\perp}\) \(\newcommand{\xhat}{\widehat{\xvec}}\) \(\newcommand{\vhat}{\widehat{\vvec}}\) \(\newcommand{\uhat}{\widehat{\uvec}}\) \(\newcommand{\what}{\widehat{\wvec}}\) \(\newcommand{\Sighat}{\widehat{\Sigma}}\) \(\newcommand{\lt}{<}\) \(\newcommand{\gt}{>}\) \(\newcommand{\amp}{&}\) \(\definecolor{fillinmathshade}{gray}{0.9}\)- 12.1: Taking on the Pepsi Challenge: The Case of Indra Nooyi
- Indra Nooyi, former CEO of PepsiCo, is celebrated for her influential leadership characterized by a vision of "performance with purpose," emphasizing health and sustainability. Her unique collaborative approach values diversity and input, differentiating her from typical CEOs. Under her guidance, PepsiCo navigated modernization challenges while maintaining profitability, showcasing her transformative impact on the company.
- 12.3: What Do Leaders Do? Behavioral Approaches to Leadership
- This page explores leadership behaviors, highlighting task-oriented and people-oriented styles, and discusses decision-making styles: authoritarian, democratic, and laissez-faire. It contrasts Theory X and Y views of employees and emphasizes situational factors.
- 12.4: What Is the Role of the Context? Contingency Approaches to Leadership
- This page examines the effectiveness of leadership styles through Fiedler’s contingency theory and Situational Leadership Theory (SLT). Fiedler's model, utilizing the LPC scale, shows that task-oriented leaders perform best in extreme situations, while people-oriented leaders excel in moderate conditions. SLT emphasizes adaptability based on employee readiness.
- 12.5: What’s New? Contemporary Approaches to Leadership
- This page discusses various leadership theories, primarily contrasting transformational and transactional leadership styles. It emphasizes the importance of leader-member exchange (LMX) theory, which affects job satisfaction and performance through varying relationship quality between leaders and employees. Authentic leadership is noted for fostering trust and integrity, enhancing employee engagement.
- 12.6: The Role of Ethics and National Culture
- This page highlights the vital role of leadership in promoting ethical behavior in organizations, noting how ethical leadership correlates with job satisfaction and a positive organizational climate. It examines the universality of leadership traits like honesty, while also emphasizing cultural differences in expectations, suggesting that effective leaders must be adaptable.
- 12.7: Leadership Development: The Case of Starbucks
- This page emphasizes Starbucks Coffee's commitment to convenience, quality, and a positive work environment since its 1971 founding. It ranks among the "100 Best Companies to Work For," offering competitive salaries and benefits, and focusing on leadership development and employee education.
- 12.8: Conclusion
- This page examines leadership theories, emphasizing trait and behavioral approaches that define essential leader qualities and actions. It highlights the limitations of these methods due to their neglect of context, leading to the rise of contingency theories. The chapter also stresses the importance of ethical considerations in contemporary leadership models, such as servant and authentic leadership.
- 12.9: Exercises
- This page discusses an ethical dilemma for a manager contemplating promoting a conflicted trusted assistant, Jim, whose poor reputation affects team morale and raises favoritism concerns. It prompts individual reflection on authentic leadership and core values while featuring a group exercise on hiring a fast-food restaurant manager, focusing on essential traits, selection methods, and interview questions related to leadership skills.
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