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Dr. Jerry L. Huxell Organizational Behavior Leadership, Power, Conflict and Negotiation Leadership versus Management Leadership – the ability to influence a group towards the achievement of goals – coping with change Management – the use of authority inherent in designated formal rank to obtain compliance from organizational members – coping with complexity Organizations need both for optimal effectiveness Leaders versus Managers Managers are people who do things right and leaders are people who do the right things Managers are concerned about how things get done and leaders are concerned with what the things mean to people Definition of Leadership The process of influencing others to understand and agree about what needs to be done and how it can be done effectively, and the process of facilitating individual and collective efforts to accomplish the desired objectives Trait Theories of Leadership Theories that consider personality, social, physical or intellectual traits to differentiate leaders from non-leaders – leaders are born Ambition and energy Desire to lead Honesty and integrity Self-confidence Intelligence Job-relevant knowledge High self-monitors Behavior Approach Focuses on what leaders actually do and how they do it – leadership traits can be taught Consideration (people oriented) – job relationships characterized by mutual trust, communication and respect Initiating structure (task oriented) – defining and structuring roles, planning and controlling Contingency or Situational Approach Theories that explain leadership effectiveness in terms of different situations Characteristics of followers Nature of work Type of organization External conditions Fiedler’s Model The theory that effective groups depend on a proper match between a leader’s style of interacting with subordinates and the degree to which the situation gives control and influence to the leader Leader-member relations Task structure Position power Hersey and Blanchard’s Theory The situation
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