10: Leading People and Organizations
- Page ID
- 24378
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\(\newcommand{\avec}{\mathbf a}\) \(\newcommand{\bvec}{\mathbf b}\) \(\newcommand{\cvec}{\mathbf c}\) \(\newcommand{\dvec}{\mathbf d}\) \(\newcommand{\dtil}{\widetilde{\mathbf d}}\) \(\newcommand{\evec}{\mathbf e}\) \(\newcommand{\fvec}{\mathbf f}\) \(\newcommand{\nvec}{\mathbf n}\) \(\newcommand{\pvec}{\mathbf p}\) \(\newcommand{\qvec}{\mathbf q}\) \(\newcommand{\svec}{\mathbf s}\) \(\newcommand{\tvec}{\mathbf t}\) \(\newcommand{\uvec}{\mathbf u}\) \(\newcommand{\vvec}{\mathbf v}\) \(\newcommand{\wvec}{\mathbf w}\) \(\newcommand{\xvec}{\mathbf x}\) \(\newcommand{\yvec}{\mathbf y}\) \(\newcommand{\zvec}{\mathbf z}\) \(\newcommand{\rvec}{\mathbf r}\) \(\newcommand{\mvec}{\mathbf m}\) \(\newcommand{\zerovec}{\mathbf 0}\) \(\newcommand{\onevec}{\mathbf 1}\) \(\newcommand{\real}{\mathbb R}\) \(\newcommand{\twovec}[2]{\left[\begin{array}{r}#1 \\ #2 \end{array}\right]}\) \(\newcommand{\ctwovec}[2]{\left[\begin{array}{c}#1 \\ #2 \end{array}\right]}\) \(\newcommand{\threevec}[3]{\left[\begin{array}{r}#1 \\ #2 \\ #3 \end{array}\right]}\) \(\newcommand{\cthreevec}[3]{\left[\begin{array}{c}#1 \\ #2 \\ #3 \end{array}\right]}\) \(\newcommand{\fourvec}[4]{\left[\begin{array}{r}#1 \\ #2 \\ #3 \\ #4 \end{array}\right]}\) \(\newcommand{\cfourvec}[4]{\left[\begin{array}{c}#1 \\ #2 \\ #3 \\ #4 \end{array}\right]}\) \(\newcommand{\fivevec}[5]{\left[\begin{array}{r}#1 \\ #2 \\ #3 \\ #4 \\ #5 \\ \end{array}\right]}\) \(\newcommand{\cfivevec}[5]{\left[\begin{array}{c}#1 \\ #2 \\ #3 \\ #4 \\ #5 \\ \end{array}\right]}\) \(\newcommand{\mattwo}[4]{\left[\begin{array}{rr}#1 \amp #2 \\ #3 \amp #4 \\ \end{array}\right]}\) \(\newcommand{\laspan}[1]{\text{Span}\{#1\}}\) \(\newcommand{\bcal}{\cal B}\) \(\newcommand{\ccal}{\cal C}\) \(\newcommand{\scal}{\cal S}\) \(\newcommand{\wcal}{\cal W}\) \(\newcommand{\ecal}{\cal E}\) \(\newcommand{\coords}[2]{\left\{#1\right\}_{#2}}\) \(\newcommand{\gray}[1]{\color{gray}{#1}}\) \(\newcommand{\lgray}[1]{\color{lightgray}{#1}}\) \(\newcommand{\rank}{\operatorname{rank}}\) \(\newcommand{\row}{\text{Row}}\) \(\newcommand{\col}{\text{Col}}\) \(\renewcommand{\row}{\text{Row}}\) \(\newcommand{\nul}{\text{Nul}}\) \(\newcommand{\var}{\text{Var}}\) \(\newcommand{\corr}{\text{corr}}\) \(\newcommand{\len}[1]{\left|#1\right|}\) \(\newcommand{\bbar}{\overline{\bvec}}\) \(\newcommand{\bhat}{\widehat{\bvec}}\) \(\newcommand{\bperp}{\bvec^\perp}\) \(\newcommand{\xhat}{\widehat{\xvec}}\) \(\newcommand{\vhat}{\widehat{\vvec}}\) \(\newcommand{\uhat}{\widehat{\uvec}}\) \(\newcommand{\what}{\widehat{\wvec}}\) \(\newcommand{\Sighat}{\widehat{\Sigma}}\) \(\newcommand{\lt}{<}\) \(\newcommand{\gt}{>}\) \(\newcommand{\amp}{&}\) \(\definecolor{fillinmathshade}{gray}{0.9}\)- 10.1: Leading People and Organizations
- This page emphasizes the importance of leadership in organizations, highlighting how effective leaders can guide others towards shared goals without coercion. It outlines the differences between formal and informal leaders, various leadership styles like transformational and servant leadership, and the traits of successful leaders.
- 10.2: Case in Point: Indra Nooyi Draws on Vision and Values to Lead
- Indra Nooyi, former CEO of PepsiCo, is celebrated for her impactful leadership and her vision of "performance with purpose," focusing on nutrition and sustainability. Her tenure included significant acquisitions and initiatives to reduce sugar and enhance packaging. Known for her inclusive leadership and high standards, Nooyi promotes collaboration and values diverse perspectives. Her empathetic approach to leadership has established her as a respected figure in the business arena.
- 10.3: Who Is a Leader? Trait Approaches to Leadership
- This page examines the evolution of trait approaches in leadership, emphasizing key traits like intelligence, extraversion, and integrity that contribute to leadership success, while acknowledging the limitations of this perspective due to situational influences.
- 10.4: What Do Leaders Do? Behavioral Approaches to Leadership
- This page examines leadership behaviors and decision-making styles influencing leader effectiveness, distinguishing between task-oriented and people-oriented approaches. It highlights the benefits of both behaviors in different contexts and outlines three decision-making styles: authoritarian, democratic, and laissez-faire, each affecting employee satisfaction and productivity differently.
- 10.5: What Is the Role of the Context? Contingency Approaches to Leadership
- This page explores various leadership theories, highlighting Fiedler’s Contingency Theory, Situational Leadership Theory, and Path-Goal Theory, emphasizing the influence of context on leadership effectiveness. It discusses adaptive leadership styles and decision-making models, particularly Vroom-Yetton's, advocating for employee consultation.
- 10.6: Contemporary Approaches to Leadership
- This page discusses leadership styles such as transformational, transactional, servant, and authentic leadership, emphasizing the importance of leader-member exchange (LMX) theory and high-quality relationships in fostering employee motivation and performance. Transformational leaders inspire commitment, while transactional leaders offer rewards for compliance. Servant leadership prioritizes employee welfare, contrasting with traditional self-interested approaches.
- 10.7: Developing Your Leadership Skills
- This page emphasizes the importance of charismatic, servant, and authentic leadership skills in creating a positive work environment. It offers practical tips for enhancing charisma, prioritizing employee needs, and nurturing authenticity through self-reflection. Additionally, it highlights the significance of understanding personal values and the impact of language, encouraging leaders to maintain authenticity in their leadership approach.