Chapter Notes

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Chapters 10 and 14 Summary 1

Chapter 10 Being a Leader

Leadership is defined as influencing others to work willingly toward achieving objectives.

Leaders fill many roles interacting with and motivating subordinates, leading groups whose members are interacting and in which conflicts might arise, and being part of a group reporting to the leaders own boss.

Leaders use a three-step decision process to decide what a situation calls for. Leaders must first look at the situation they are faced with, and then identify what's happening, account for what's happing, and decide on the action to take.

To be effective in leadership you must think like a leader; provide a vision; use the right leadership style; and apply organizational behavior skills such as motivation.

Personal traits and power comprise the foundations of leadership. The trait theory is defined as in leadership, the theory that leaders have basic identifiable traits or characteristics that contribute to their success as leaders.

Evidence indicates there are six core traits, which significantly contribute to business leaders' success. These traits include drive, the desire to lead, honesty and integrity, self-confidence, cognitive ability, and knowledge of the business.

Power is another foundation of leadership. Without power a leader is not really a leader at all.

A leaders power and authority is derived form several sources their position, authority to reward or punish employees, their expertise, and referent power or personal magnetism.

Leadership styles or behavior is related to his or her effectiveness.

Chapters 10 and 14 Summary 2

The most popular styles include structuring and considerate styles; participative and autocratic styles; production-centered and employee centered styles; close and general styles; and transformational behavior.

Gender differences in leadership styles between men and women are few. They do not account for the slow career progress of most women. This disparity...