【正文】 2023 Pearson Canada Inc. Chapter 9 / Slide 74 Transformational Leaders ? Popular examples of transformational leaders: – Herb Kelleher – Michael Eisner – Steven Jobs – Carly Fiorina ? What are the skills of these exceptional transformational leaders who encourage considerable effort and dedication on the part of followers? Copyright 169。 2023 Pearson Canada Inc. Chapter 9 / Slide 58 Vroom and Jago’s Situational Model of Participation (continued) ? For issues involving the entire work group, a range of behaviours is plausible (A stands for autocratic, C for consultation, and G for group). Copyright 169。 2023 Pearson Canada Inc. Chapter 9 / Slide 42 House’s PathGoal Theory (continued) ? The opportunity to achieve such goals should promote job satisfaction, leader acceptance, and high effort. ? The effective leader forms a connection between employee goals and anizational goals. Copyright 169。 2023 Pearson Canada Inc. Chapter 9 / Slide 26 Situational Theories of Leadership ? The situation refers to the setting in which influence attempts occur. ? The basic premise of situational theories of leadership is that the effectiveness of a leadership style is contingent on the setting. Copyright 169。 2023 Pearson Canada Inc. Chapter 9 / Slide 10 Traits Associated with Leadership Effectiveness Copyright 169。 2023 Pearson Canada Inc. Chapter 9 / Slide 7 Formal Leadership ? Individuals with titles such as manager, executive, supervisor, and department head occupy formal or assigned leadership roles. ? They are expected to influence others, and they are given specific authority to direct employees. ? Individuals might also emerge to occupy informal leadership roles. They do not have formal authority. Copyright 169。 2023 Pearson Canada Inc. Chapter 9 / Slide 23 Leader Reward and Punishment Behaviours (continued) ? Leader punishment behaviour involves the use of reprimands or unfavourable task assignments and the active withholding of raises, promotions, and other rewards. ? When punishment is perceived as random and not contingent on employee behaviour, employees react negatively with great dissatisfaction. Copyright 169。 2023 Pearson Canada Inc. Chapter 9 / Slide 39 Cognitive Resource Theory (CRT) ? A leadership theory that focuses on the conditions in which a leader’s cognitive resources (intelligence, expertise, and experience) contribute to effective leadership. ? Leader intelligence is predicted to be most important when the leader is directive, the group supports the leader, and the situation is lowstress. ? In highstress situations a leader’s cognitive resources are impaired, so there his or her work experience will be most important. Copyright 169。 2023 Pearson Canada Inc. Chapter 9 / Slide 55 Potential Problems of Participative Leadership ? Time and Energy – Participation requires specific behaviours on the part of the leader that use time and energy. ? Loss of Power – Some leaders feel that a participative style will reduce their power and influence. Copyright 169。 2023 Pearson Canada Inc. Chapter 9 / Slide 71 Transactional and Transformational Leadership ? Transactional leadership is leadership that is based on a fairly straightforward exchange between the leader and the followers. ? Transactional leadership behaviour involves: – Contingent reward behaviour – Management by exception Copyright 169。 2023 Pearson Canada Inc. Chapter 9 / Slide 77 Individualized Consideration ? This involves treating employees as distinct individuals, indicating concern for their needs and personal development, and serving as a mentor or coach when appropriate. ? The emphasis is a oneonone attempt to meet the concerns and needs of the individual in question in the context of the overall goal or mission. Copyright 169。 2023 Pearson Canada Inc. Chapter 9 / Slide 61 Vroom and Jago’s Situational Model of Participation (continued) ? The most effective strategy depends on the situation or problem at hand. ? The leader’s goal should be to make highquality decisions to which employees will be adequately mitted without undue delay. ? To do this, the leader must consider questions in a decision tree. Copyright 169。 2023 Pearson Canada Inc. Chapter 9 / Slide 45 Situational Factors ? The effectiveness of each set of behaviours depends on the situation that the leader encounters. ? PathGoal Theory is concerned with two primary classes of situational factors: – Employee characteristics – Environmental factors Copyright 169。 2023 Pearson Canada Inc. Chapter 9 / Slide 29 Leadership Orientation ? Leadership orientation is measured by having a leader describe their Least Preferred CoWorker (LPC). ? Least Preferred CoWorker is a current or past coworker with whom a leader has had a difficult time acplishing a task. Copyright 169。 2023 Pearson Canada Inc. Chapter 9 / Slide 13 Limitations of the Trait Approach (continued) ? Some traits are associated with leadership success. ? Traits alone are not sufficient for successful leadership. ? Traits are only a precondition for certain actions that a leader must take in order to be successful. Copyright 169。 2023 Pearson Canada Inc. Chapter 9 / Slide 4 Learning Objectives 7. Discuss the merits of transactional and transformational leadership. 8. Define and discuss ethical and authentic leadership. 9. Explain the role that culture plays in leadership effectiveness and describe global leadership. gender differences in leadership and explain why women are underrepresented in leadership roles in anizations. Copyright 169。 2023 Pearson Canada Inc. Chapter 9 / Slide 20 The Consequences of Consideration and Structure: The Nature of the Situation ? When the go