罗宾斯管理学英文版17章.pptVIP

* * Copyright ? 2005 Prentice Hall, Inc. All rights reserved. 17–* Leadership Can Be Irrelevant Substitutes for Leadership Follower characteristics Experience, training, professional orientation, or the need for independence Job characteristics Routine, unambiguous, and satisfying jobs Organization characteristics Explicit formalized goals, rigid rules and procedures, or cohesive work groups Copyright ? 2005 Prentice Hall, Inc. All rights reserved. 17–* * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * Copyright ? 2005 Prentice Hall, Inc. All rights reserved. 8th edition Steven P. RobbinsMary Coulter PowerPoint Presentation by Charlie Cook Copyright ? 2005 Prentice Hall, Inc. All rights reserved. PowerPoint Presentation by Charlie Cook Copyright ? 2005 Prentice Hall, Inc. All rights reserved. Copyright ? 2005 Prentice Hall, Inc. All rights reserved. 17–* L E A R N I N G O U T L I N E Follow this Learning Outline as you read and study this chapter. Managers versus Leaders Contrast leaders and managers. Explain why leadership is an important behavioral topic. Early Leadership Theories Discuss what research has shown about leadership traits. Contrast the findings of the four behavioral leadership theories. Explain the dual nature of a leader’s behavior. Contingency Theories of Leadership Explain how Fiedler’s theory of leadership is a contingency model. Copyright ? 2005 Prentice Hall, Inc. All rights reserved. 17–* L E A R N I N G O U T L I N E (cont’d) Follow this Learning Outline as you read and study this chapter. Contingency Theories of Leadership Contrast situational leadership and the leader participation model. Discuss how path-goal theory explains leadership. Cutting Edge Approaches to Leadership Differentiate between transactional and transformational leaders. Describe charismatic and visionary leadership. Leadership Issues in the Twenty-First Century Tell the five sources of leader’s power. Discuss the issues today’s leaders face. Expla