MBA《管理学原理》讲义CHAPTER11-Leadership Trust.pptVIP

天马行空官方博客：/tmxk_docin ；QQ:1318241189；QQ群：175569632 CHAPTER 11 Leadership Trust Learning Objectives Contrast leadership and management Summarize the conclusions of trait theories Identify the limitations of behavioral theories Describe Fiedler’s contingency model Summarize the path-goal theory Learning Objectives Explain the leader-member exchange theory Compare and contrast transactional and transformational leaders Describe the skills of visionary leaders Identify the five dimensions of trust Summarize how leaders can build trust What Is Leadership? A definition of management A definition of leadership Formal and informal leaders Leadership and management The Managerial Grid Cognitive Resource Theory Situational Leadership Theory Leader-Member Exchange Model The Path-Goal Theory Contingency Variables in the Revised Leader-Participation Model Importance of the decision Importance of subordinate commitment Whether leader has enough information The structural nature of the problem Acceptability of autocratic decisions Commitment of subordinates to the organization Contingency Variables in the Revised Leader-Participation Model Subordinates’ opinions about alternatives Knowledge level of subordinates Time constraints on involvement of subordinates Cost of arranging for subordinates to meet Time constraints on making a decision Importance of participation Substitutes and Neutralizers for Leadership Visionary Leadership Contemporary Issuesin Leadership Emotional intelligence Team leadership Moral leadership Cross-cultural leadership What Is Trust? Integrity Competence Consistency Loyalty Openness The managerial grid depicts a manager’s “concern for people” and “concern for production” on separate axes. The grid has nine possible positions along each axis, creating eighty-one positions in which a leader’s style may fall. Proponents of this two-dimensional view focus on the extremes of the grid and claim that effective leaders use a (9,9) management style: that is