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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. ?。 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 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 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 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 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 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 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 65 Vroom and Jago Decision Tree Questions (continued) ? Is conflict among subordinates over preferred solutions likely? ? Do subordinates have sufficient information to make a highquality decision? Copyright 169。 2023 Pearson Canada Inc. Chapter 9 / Slide 63 Vroom and Jago Decision Tree Questions ? How important is the technical quality of this decision? (quality requirement) ? How important is subordinate mitment to the decision? (mitment requirement) ? Do you have sufficient information to make a highquality decision? ? Is the problem wellstructured? 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 59 Vroom and Jago’s Situational Model of Participation (continued) ? AI: You solve the problem or make the decision yourself. ? AII: You obtain the necessary information from your employees, then decide the solution to the problem yourself. ? CI: You share the problem with the relevant employees individually, getting their ideas and suggestions, then you make the decision. Copyright 169。 2023 Pearson Canada Inc. Chapter 9 / Slide 57 Vroom and Jago’s Situational Model of Participation ? Victor Vroom and Arthur Jago developed a model that attempts to specify in a practical manner when leaders should use participation and to what extent they should use it. ? They began with the recognition that there are various degrees of participation that a leader can exhibit. 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 53 Potential Advantages of Participative Leadership ? Motivation – Participation can increase the motivation of employees. ? Quality – Participation can enhance the quality of decisions. Copyright 169。 2023 Pearson Canada Inc. Chapter 9 / Slide 51 Participative Leadership: Involving Employees in Decisions ? Participative leadership means involving employees in making workrelated decisions. ? Le