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...

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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
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Organizational Behavior12.2 The Leadership Process
Organizational Behavior12.2 The Leadership Process
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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
Answered Same DayFeb 09, 2021

Answer To: 12.2 The Leadership Process - Organizational Behavior | OpenStax Skip to Content Organizational...

Shreyashi answered on Feb 09 2021
86 Votes
Running Head: LEADERSHIP STYLES.             1
LEADERSHIP
STYLES.                          5
LEADERSHIP STYLES
Table of Contents
Introduction    3
Difference Between a Good Manager and a Great Leader:
    3
Conclusion    3
References    4
Introduction
The success of an organisation depends on the success of its employees. Although, the manager is mostly responsible for the making or
eaking of an organisation. Thus, hiring manager should be done with great caution since that decision will ca
y the load of the fate of the company, mostly. Hence, first we need to know what distinguishes a good manager from a great leader.
Difference Between a Good Manager and a...
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