【正文】 anada Inc. Chapter 9 / Slide 67 Research Evidence ? The model has substantial research support. ? Following the model’s prescriptions is more likely to lead to successful managerial decisions than unsuccessful decisions. ? There is substantial evidence that employees who have the opportunity to participate in workrelated decisions report more job satisfaction than those who do not. ? For participation to be translated into higher productivity, certain facilitating conditions must exist. Copyright 169。 2023 Pearson Canada Inc. Chapter 9 / Slide 68 Research Evidence (continued) ? Participation should work best when: – Employees feel favourably toward it. – Employees are intelligent and knowledgeable about the issue at hand. – When the task is plex enough to make participation useful. ? These conditions are incorporated into the Vroom and Jago model. Copyright 169。 2023 Pearson Canada Inc. Chapter 9 / Slide 69 LeaderMember Exchange (LMX) Theory ? A theory of leadership that focuses on the quality of the relationship that develops between a leader and an employee. ? A relationshipbased approach to leadership. ? Effective leadership processes result when leaders and employees develop and maintain highquality social exchange relationships. Copyright 169。 2023 Pearson Canada Inc. Chapter 9 / Slide 70 Research Evidence ? High LMX involves a high degree of mutual influence and obligation as well as trust, loyalty, and respect between a leader and an employee. ? Low LMX is characterized by low trust, respect, obligation, and mutual support. ? Higherquality LMX relationships result in positive outes for leaders, employees, work units, and anizations. 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 72 Management By Exception ? The leader takes corrective action on the basis of results of leaderfollower transactions. ? The leader monitors follower behaviour, anticipates problems, and takes corrective actions before the behaviour creates serious problems. Copyright 169。 2023 Pearson Canada Inc. Chapter 9 / Slide 73 Transformational Leadership ? Transformational leadership is leadership that provides followers with a new vision that instills true mitment. ? Transformational leaders change the beliefs and attitudes of followers to correspond with a new vision and motivates them to achieve performance beyond expectations. Copyright 169。 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 75 Transformational Leadership (continued) ? Transformational leaders are usually good at the transactional aspects of clarifying the paths to goals and rewarding good performance. ? Other qualities that set transformational leaders apart from transactional leaders: – Intellectual stimulation – Individualized consideration – Inspirational motivation – Charisma Copyright 169。 2023 Pearson Canada Inc. Chapter 9 / Slide 76 Intellectual Stimulation ? People are stimulated to think about problems, issues, and strategies in new ways. ? This contributes to the “new vision” aspect of transformational leadership. ? It often involves creativity and novelty. 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 78 Inspirational Motivation ? This involves the munication of visions that are appealing and inspiring to followers. ? Leaders with inspirational motivation stimulate enthusiasm, challenge followers with high standards, municate optimism about future goal attainment, and provide meaning for the task at hand. ? They inspire followers using symbolic actions and persuasion. Copyright 169。 2023 Pearson Canada Inc. Chapter 9 / Slide 79 Charisma ? The ability to mand strong loyalty and devotion from followers and thus have the potential for strong influence among them. ? This is the most important aspect of transformational leadership. ? Charisma provides the emotional aspect of transformational leadership. Copyright 169。 2023 Pearson Canada Inc. Chapter 9 / Slide 80 Charisma (continued) ? Charismatic leadership has been found to be strongly related to follower satisfaction and leadership effectiveness. ? It is unclear as to whether or not CEO charisma leads to better performance. Some evidence that it does when the environment is perceived to be uncertain. ? Several studies have found that CEO transformational leadership is positively related to anizational performance. Copyright 169。 2023 Pearson Canada Inc. Chapter 9 / Slide 81 Transformational Leadership: Research Evidence ? Transformational leadership is strongly related to follower motivation and satisfaction, leader performance, leader effectiveness, and group and anization performance. ?