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13: Leadership

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    48563

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    Learning Objectives

    Recognize good and poor leadership and the varieties of leadership

    • Describe the history of leadership as a topic inside organizational behavior
    • Discuss the pros and cons of leadership styles and topics
    • Describe the history, context and utility of the distinction between leadership and management

    • 13.1: Leadership Roles and Issues
      This page discusses the evolving challenges faced by leaders in team environments, emphasizing the necessity for collaboration and shared authority over traditional control methods. Leaders must embrace roles like coaches and conflict managers while mentoring future leaders despite selection biases. They also need to navigate technological disruptions and manage remote teams, focusing on adaptability and interpersonal skills.
    • 13.2: Challenges to Leadership
      This page examines the nuanced role of leadership in organizations, focusing on the notion that successful outcomes may not be solely the result of a CEO's influence. It introduces the idea of Leadership Attribution Bias, which highlights a tendency to emphasize leadership traits over tangible results. Moreover, it discusses how situational factors can substitute or neutralize a leader's impact, promoting self-management and autonomy within work groups.
    • 13.3: Introduction to Leadership vs Management
      This page discusses the evolution of leadership and management, highlighting their different origins: leadership from the "great man" theory and management aimed at employee productivity. It notes that the distinction between leaders and managers has blurred over time, prompting continued debate about their respective roles.
    • 13.4: Leader or Manager?
      This page outlines the differences between leaders and managers, drawing on the ideas of Abraham Zaleznik and John Kotter. Zaleznik differentiates them by stating managers seek order while leaders embrace chaos, and Kotter highlights that leadership deals with change, whereas management focuses on complexity. Both roles are crucial for organizational success, necessitating a balance in developing leaders and managers to effectively handle today’s dynamic environment.
    • 13.5: Leader-Managers
      This page examines the hybrid role of leader-managers in contemporary organizations, stressing the necessity of both leadership and management for success. It dispels the myth of leadership being superior to management, explaining how leaders inspire and create vision, while managers focus on structure and instruction.
    • 13.6: Putting It Together- Leadership
      This page examines effective leadership components, highlighting traits, behaviors, situations, and follower dynamics. It underscores the importance of both leaders and managers in organizations, stressing the need for individuals to adapt roles. The future of organizations lies in those who can successfully execute tasks while making ethical decisions.
    • 13.7: Discussion- Leadership
      This page discusses a meeting arranged with Informational Systems' CFO's admin that unexpectedly involves the Directors. They express concerns over the CFO's unilateral decision-making style, prompting a dialogue on various leadership types, their advantages, drawbacks, and potential success factors. Additionally, grading criteria for interactions and responses are outlined.
    • 13.8: Assignment- Leadership and Management
      This page recounts the author's challenging interview at Workplace Solutions Consulting, highlighting interactions with executives exhibiting diverse leadership styles. It stresses the importance of reflecting on preferred approaches and suitable combinations for varying business scenarios, such as routine tasks, high-risk roles, market disruptions, and IPO preparations, while underlining the need for critical thinking and organized responses.
    • 13.9: Why It Matters- Leadership
      This page emphasizes the importance of understanding effective and poor leadership, highlighting figures like Jeff Bezos, Oprah Winfrey, and Satya Nadella as examples of leaders who inspire innovation and manage change. It underscores that strong leadership is vital for motivating teams, maintaining a shared vision, and navigating challenges in a competitive environment, ultimately leading to positive impacts on organizations and communities.
    • 13.10: Introduction to the History of Leadership Theories
      This page examines the intricate history of leadership in organizational behavior, emphasizing the challenges in defining effective leadership. It discusses the impact of achievements, follower perceptions, and the interplay of nature and nurture in shaping leaders. The text proposes that leadership arises from a combination of traits, behaviors, and situational factors, while recognizing that ongoing debates leave many questions unresolved.
    • 13.11: The History of Leadership
      This page examines the historical evolution of leadership, highlighting its nature as a group phenomenon that relies on followers and is goal-oriented. It discusses the Great Man Theory, which attributed leadership qualities to notable individuals, often excluding women, as noted by Carlyle. The text also alludes to the shift toward Early Trait Theory during the Industrial Revolution, marking a transformation in leadership understanding.
    • 13.12: Early Trait Approach
      This page discusses the early trait approach to leadership, which sought to identify personality traits that separate leaders from followers, influenced by thinkers like Carlyle and Galton. Ralph Stogdill later emphasized the context-dependence of leadership. While interest in leadership traits remains, with models by Zaccaro and others suggesting traits can predict leader emergence, they have been criticized for oversimplifying effectiveness.
    • 13.13: Behavioral Approach
      This page summarizes the behavioral approach to leadership, which emphasizes leader actions over traits and asserts that leadership can be taught. Key studies identified dimensions of leader behavior, like task vs. people focus, and frameworks such as Blake and Mouton's Managerial Grid highlighted varied management styles. Though behavioral theories linked leadership behaviors to performance, they overlooked situational factors, prompting the development of contingency theories in leadership.
    • 13.14: Contingency Approach
      This page discusses the contingency approach to leadership, emphasizing that effective leadership is situational and depends on leader traits and environmental factors. Key models like Fiedler's, Hersey and Blanchard's Situational Leadership, and Path-Goal theory highlight the need for adaptable leadership styles based on context.
    • 13.15: Introduction to Leadership Styles and Topics
      This page explores the complexities of leadership, highlighting the significance of understanding diverse leadership styles, building relationships, and adapting to modern challenges. It questions the necessity of leaders in current contexts. The content is credited to the Freedom Learning Group and provided by Lumen Learning under a Creative Commons license.
    • 13.16: Leadership Styles
      This page examines different leadership styles, beginning with Kurt Lewin's three: Authoritarian, Participative, and Delegative. It describes Authoritarian leaders as directive, Participative leaders as collaborative, and Delegative leaders as hands-off. The text also covers Transactional, Charismatic, Transformational, and Servant Leadership, highlighting their distinct characteristics and follower engagement methods.
    • 13.17: Trust and Leadership
      This page emphasizes the critical role of trust in leadership and its impact on organizational performance. Trust encompasses integrity, competence, consistency, loyalty, and openness, with three types identified: deterrence-based, knowledge-based, and identification-based. Leaders must be aware that growth can mask mistrust and downturns can reveal it.

    This page titled 13: Leadership is shared under a CC BY 4.0 license and was authored, remixed, and/or curated by Lumen Learning.