【正文】 performed. Copyright 169。 2023 Pearson Canada Inc. Chapter 9 / Slide 19 The Consequences of Consideration and Structure: The Nature of the Situation ? When employees are under a high degree of pressure due to deadlines, unclear tasks, or external threat, initiating structure increases satisfaction and performance. ? When the task is intrinsically satisfying, the need for high consideration and high structure is generally reduced. Copyright 169。 2023 Pearson Canada Inc. Chapter 9 / Slide 17 The Consequences of Consideration and Structure ? Consideration and initiating structure both contribute positively to employees’ motivation, job satisfaction, and leader effectiveness. ? Consideration is more strongly related to follower satisfaction, motivation, and leader effectiveness. Copyright 169。 2023 Pearson Canada Inc. Chapter 9 / Slide 15 Consideration ? The extent to which a leader is approachable and shows personal concern and respect for employees. ? The considerate leader is seen as friendly and egalitarian, expresses appreciation and support, and is protective of group welfare. 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 11 Research on Leadership Traits (continued) ? Three of the “Big Five” dimensions of personality (agreeableness, extraversion, openness to experience) are related to leadership behaviours. ? Intelligence is related to leadership but not as strongly as previously thought. Copyright 169。 2023 Pearson Canada Inc. Chapter 9 / Slide 9 Research on Leadership Traits ? The search for leadership traits began during World War I. ? Traits are individual characteristics such as physical attributes, intellectual ability, and personality. ? Some traits are associated with leadership. 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 5 What Is Leadership? ? The influence that particular individuals exert on the goal achievement of others in an anizational context. ? Effective leadership exerts influence in a way that achieves anizational goals. Copyright 169。 2023 Pearson Canada Inc. Chapter 9 / Slide 3 Learning Objectives 4. Describe and evaluate Fiedler’s Contingency Theory, Cognitive Resource Theory, and House’s PathGoal Theory. 5. Explain how and when to use participative leadership using the Vroom and Jago model. 6. Describe and evaluate LeaderMemberExchange Theory. Copyright 169。Chapter 9 / Slide 1 Chapter 9 Leadership Copyright 169。 2023 Pearson Canada Inc. Chapter 9 / Slide 2 Learning Objectives 1. Define leadership and discuss the role of formal and strategic leadership. 2. Explain and critically evaluate the trait approach to leadership. 3. Explain the concepts of leader consideration, initiating structure, reward, and punishment behaviour and their consequences. 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 6 Strategic Leadership ? Leadership that involves the ability to anticipate, envision, maintain flexibility, think strategically, and work with others to initiate changes that will create a viable future for the anization. ? Strategic leaders are open and honest in their interactions with the anization’s stakeholders and they focus on the future. Copyright 169。 2023 Pearson Canada Inc. Chapter 9 / Slide 8 Are Leaders Born? The Search for Leadership Traits ? The assumption that those who bee leaders and do a good job of it possess a special set of traits that distinguish them from others. Copyright 169。 2023 Pearson Canada Inc. Chapter 9 / Slide 10 Traits Associated with Leadership Effectiveness Copyright 169。 2023 Pearson Canada Inc. Chapter 9 / Slide 12 Limitations of the Trait Approach ? It is difficult to determine whether traits make the leader or whether the opportunity for leadership produces the traits. ? Does not tell us what leaders do to influence others successfully. ? It does not take into account the situation in which leadership occurs. Copyright 169。 2023 Pearson Canada Inc. Chapter 9 / Slide 14 The Behaviour of Leaders ? The most involved, systematic study of leadership was begun at Ohio State University in the 1940s. ? Employees described their superiors along a number of behavioural dimensions. ? The results revealed two basic kinds of behaviour: – Consideration – Initiating structure Copyright 169。 2023 Pearson Canada Inc. Chapter 9 / Slide 16 Initiating Structure ? The degree to which a leader concentrates on group goal attainment. ? The structuring leader clearly defines and anizes his or her role and the roles of followers, stresses standar