Unit 5 Discussion

In 2-3 paragraphs, respond to the following. Your initial post should be substantive and be supported by course concepts


Reflect on managers you have had and their leadership styles. What makes a manager a great leader? Explain, using course concepts to support your position.







12.2 The Leadership Process - Organizational Behavior | OpenStax Skip to Content Organizational Behavior12.2 The Leadership Process Organizational Behavior12.2 The Leadership Process Table of contents My highlightsPrint Table of contents Preface 1 Management and Organizational Behavior Introduction 1.1 The Nature of Work 1.2 The Changing Workplace 1.3 The Nature of Management 1.4 A Model of Organizational Behavior and Management Key Terms Summary of Learning Outcomes Chapter Review Questions Critical Thinking Case 2 Individual and Cultural Differences Introduction 2.1 Individual and Cultural Factors in Employee Performance 2.2 Employee Abilities and Skills 2.3 Personality: An Introduction 2.4 Personality and Work Behavior 2.5 Personality and Organization: A Basic Conflict? 2.6 Personal Values and Ethics 2.7 Cultural Differences Key Terms Summary of Learning Outcomes Chapter Review Questions Management Skills Application Exercises Managerial Decision Exercises Critical Thinking Case 3 Perception and Job Attitudes Introduction 3.1 The Perceptual Process 3.2 Barriers to Accurate Social Perception 3.3 Attributions: Interpreting the Causes of Behavior 3.4 Attitudes and Behavior 3.5 Work-Related Attitudes Key Terms Summary of Learning Outcomes Chapter Review Questions Management Skills Application Exercises Managerial Decision Exercises Critical Thinking Case 4 Learning and Reinforcement Introduction 4.1 Basic Models of Learning 4.2 Reinforcement and Behavioral Change 4.3 Behavior Modification in Organizations 4.4 Behavioral Self-Management Key Terms Summary of Learning Outcomes Chapter Review Questions Management Skills Application Exercises Managerial Decision Exercises Critical Thinking Case 5 Diversity in Organizations Introduction 5.1 An Introduction to Workplace Diversity 5.2 Diversity and the Workforce 5.3 Diversity and Its Impact on Companies 5.4 Challenges of Diversity 5.5 Key Diversity Theories 5.6 Benefits and Challenges of Workplace Diversity 5.7 Recommendations for Managing Diversity Key Terms Summary of Learning Outcomes Chapter Review Questions Management Skills Application Exercises Managerial Decision Exercises Critical Thinking Case 6 Perception and Managerial Decision Making Introduction 6.1 Overview of Managerial Decision-Making 6.2 How the Brain Processes Information to Make Decisions: Reflective and Reactive Systems 6.3 Programmed and Nonprogrammed Decisions 6.4 Barriers to Effective Decision-Making 6.5 Improving the Quality of Decision-Making 6.6 Group Decision-Making Key Terms Summary of Learning Outcomes Chapter Review Questions Management Skills Application Exercises Managerial Decision Exercises Critical Thinking Case 7 Work Motivation for Performance Introduction 7.1 Motivation: Direction and Intensity 7.2 Content Theories of Motivation 7.3 Process Theories of Motivation 7.4 Recent Research on Motivation Theories Key Terms Summary of Learning Outcomes Chapter Review Questions Management Skills Application Exercises Managerial Decision Exercises Critical Thinking Case 8 Performance Appraisal and Rewards Introduction 8.1 Performance Appraisal Systems 8.2 Techniques of Performance Appraisal 8.3 Feedback 8.4 Reward Systems in Organizations 8.5 Individual and Group Incentive Plans Key Terms Summary of Learning Outcomes Chapter Review Questions Management Skills Application Exercises Managerial Decision Exercises Critical Thinking Case 9 Group and Intergroup Relations Introduction 9.1 Work Groups: Basic Considerations 9.2 Work Group Structure 9.3 Managing Effective Work Groups 9.4 Intergroup Behavior and Performance Key Terms Summary of Learning Outcomes Chapter Review Questions Management Skills Application Exercises Managerial Decision Exercises Critical Thinking Case 10 Understanding and Managing Work Teams Introduction 10.1 Teamwork in the Workplace 10.2 Team Development Over Time 10.3 Things to Consider When Managing Teams 10.4 Opportunities and Challenges to Team Building 10.5 Team Diversity 10.6 Multicultural Teams Key Terms Summary of Learning Outcomes Chapter Review Questions Management Skills Application Exercises Managerial Decision Exercises Critical Thinking Case 11 Communication Introduction 11.1 The Process of Managerial Communication 11.2 Types of Communications in Organizations 11.3 Factors Affecting Communications and the Roles of Managers 11.4 Managerial Communication and Corporate Reputation 11.5 The Major Channels of Management Communication Are Talking, Listening, Reading, and Writing Key Terms Summary of Learning Outcomes Chapter Review Questions Management Skills Application Exercises Managerial Decision Exercises Critical Thinking Case 12 Leadership Introduction 12.1 The Nature of Leadership 12.2 The Leadership Process 12.3 Leader Emergence 12.4 The Trait Approach to Leadership 12.5 Behavioral Approaches to Leadership 12.6 Situational (Contingency) Approaches to Leadership 12.7 Substitutes for and Neutralizers of Leadership 12.8 Transformational, Visionary, and Charismatic Leadership 12.9 Leadership Needs in the 21st Century Key Terms Summary of Learning Outcomes Chapter Review Questions Management Skills Application Exercises Managerial Decision Exercises Critical Thinking Case 13 Organizational Power and Politics Introduction 13.1 Power in Interpersonal Relations 13.2 Uses of Power 13.3 Political Behavior in Organizations 13.4 Limiting the Influence of Political Behavior Key Terms Summary of Learning Outcomes Chapter Review Questions Management Skills Application Exercises Managerial Decision Exercises Critical Thinking Case 14 Conflict and Negotiations Introduction 14.1 Conflict in Organizations: Basic Considerations 14.2 Causes of Conflict in Organizations 14.3 Resolving Conflict in Organizations 14.4 Negotiation Behavior Key Terms Summary of Learning Outcomes Chapter Review Questions Management Skills Application Exercises Managerial Decision Exercises Critical Thinking Case 15 External and Internal Organizational Environments and Corporate Culture Introduction 15.1 The Organization's External Environment 15.2 External Environments and Industries 15.3 Organizational Designs and Structures 15.4 The Internal Organization and External Environments 15.5 Corporate Cultures 15.6 Organizing for Change in the 21st Century Key Terms Summary of Learning Outcomes Chapter Review Questions Management Skills Application Exercises Managerial Decision Exercises Critical Thinking Case 16 Organizational Structure and Change Introduction 16.1 Organizational Structures and Design 16.2 Organizational Change 16.3 Managing Change Key Terms Summary of Learning Outcomes Chapter Review Questions Management Skills Application Exercises Managerial Decision Exercises Critical Thinking Case 17 Human Resource Management Introduction 17.1 An Introduction to Human Resource Management 17.2 Human Resource Management and Compliance 17.3 Performance Management 17.4 Influencing Employee Performance and Motivation 17.5 Building an Organization for the Future 17.6 Talent Development and Succession Planning Key Terms Summary of Learning Outcomes Chapter Review Questions Management Skills Application Exercises Managerial Decision Exercises Critical Thinking Case 18 Stress and Well Being Introduction 18.1 Problems of Work Adjustment 18.2 Organizational Influences on Stress 18.3 Buffering Effects of Work related Stress 18.4 Coping with Work related Stress Key Terms Summary of Learning Outcomes Chapter Review Questions Management Skills Application Exercises Critical Thinking Case 19 Entrepreneurship Introduction 19.1 Overview of Entrepreneurship 19.2 Characteristics of Successful Entrepreneurs 19.3 Business Model Canvas 19.4 New Venture Financing 19.5 Design Thinking 19.6 Optimal Support for Entrepreneurship Key Terms Summary of Learning Outcomes Chapter Review Questions Management Skills Application Exercises Managerial Decision Exercises Critical Thinking Case A | Scientific Method in Organizational Research B | Scoring Keys for Self-Assessment Exercises References Index What are the processes associated with people coming to leadership positions? Leadership is a process, a complex and dynamic exchange relationship built over time between leader and follower and between leader and the group of followers who depend on each other to attain a mutually desired goal.10 There are several key components to this “working relationship”: the leader, the followers, the context (situation), the leadership process per se, and the consequences (outcomes) (see Exhibit 12.3).11 Across time, each component interacts with and influences the other components, and whatever consequences (such as leader-follower trust) are created influence future interactions. As any one of the components changes, so too will leadership.12 Exhibit 12.3 The Leadership Process (Attribution: Copyright Rice University, OpenStax, under CC-BY 4.0 license) The Leader Leaders are people who take charge of or guide the activities of others. They are often seen as the focus or orchestrater of group activity, the people who set the tone of the group so that it can move forward to attain its goals. Leaders provide the group with what is required to fulfill its maintenance and task-related needs. (Later in the chapter, we will return to the “leader as a person” as part of our discussion of the trait approach to leadership.) Exhibit 12.4 New York Philharmonic @ UN The New York Philharmonic, conducted by Music Director Alan Gilbert, paid special tribute in the General Assembly Hall to UN Secretary-General Ban Ki-moon as a tribute to his 10-year term. Gilbert is the formal leader of the New York Philharmonic. The Follower The follower is not a passive player in the leadership process. Edwin Hollander, after many years of studying leadership, suggested that the follower is the most critical factor in any leadership event.13 It is, after all, the follower who perceives the situation and comes to define the needs that the leader must fulfill. In addition, it is the follower who either rejects leadership or accepts acts of leadership by surrendering his power to the leader to diminish task uncertainty, to define and manage the meaning of the situation to the follower, and to orchestrate the follower’s action in pursuit of goal attainment. The follower’s personality and readiness to follow determine the style of leadership that will be most effective. For example, individuals with an internal locus of control are much more responsive to participative styles of leadership than individuals with an external locus of control.14 Individuals with an authoritarian personality are highly receptive to the effectiveness of directive acts of leadership.15 It is the followers’ expectations, as well as their performance-based needs, that determine what a leader must do in order to be effective. The strength of the follower’s self-concept has also been linked to the leadership process. High-self-esteem individuals tend to have a strong sense of self-efficacy, that is, a generalized belief they can be successful in difficult situations. They therefore tend to be strongly motivated to perform and persist in the face of adversity.16 The high-self-esteem follower tends to be responsive to participative styles of leadership. Low-self-esteem individuals, who doubt their competence and worthiness and their ability to succeed in difficult situations, function better with supportive forms of leadership. This helps them deal with the stress, frustration, and anxiety that often emerge with difficult tasks. Followers without a readiness to follow, limited by their inability to perform and lack of motivation and commitment, usually need more directive forms of leadership.17 Follower behavior plays a major role in determining what behaviors leaders engage in. For example, followers who perform at high levels tend to cause their leaders to be considerate in their treatment and to play a less directive role. Followers who are poor performers, on the other hand, tend to cause their leaders to be less warm toward them and to be more directive and controlling in their leadership style.18 The Context Situations make demands on a group and its members, and not all situations are the same. Context refers to the situation that surrounds the leader and the followers. Situations are multidimensional. We discuss the context as it pertains to leadership in greater detail later in this chapter, but for now let’s look at it in terms of the task and task environment that confront the group. Is the task structured or unstructured? Are the goals of the group clear or ambiguous? Is there agreement or disagreement about goals? Is there a body of knowledge that can guide task performance? Is the task boring? Frustrating? Intrinsically satisfying? Is the environment complex or simple, stable or unstable? These factors create different contexts within which leadership unfolds, and each factor places a different set of needs and demands on the leader and on the followers. The Process The process