Chapter Framework

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Chapter Framework

Ch. 1 What Does It Mean to be a Leader? Ch. 2
Traits, Behaviors, and Relationships Ch.4 The
Leader as an Individual
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Definition of Leadership

• An influence relationship among leaders and
  followers

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Reasons for Leadership Derailment

• Insensitive, abrasive, intimidating, bullying
  style
• Being cold, aloof, arrogant
• Betraying personal trust
• Overly ambitious, self-centered, playing politics
• Micro-managing, unable to delegate or build a
  team
• Unable to select good subordinates

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Chapter 2

• Traits, Behaviors, and Relationships

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The Trait Approach
Traits Personal characteristics of a leader,
such as intelligence, honesty, self-confidence,
and appearance Great Man Approach a perspective
that points to inherited traits leaders have that
distinguishes them from non-leaders
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Behavior Approaches
Autocratic a leader who centralizes authority
and derive power from position, control of
rewards, and coercion
Democratic a leader who delegates authority,
encourages participation, relies on subordinates
knowledge for completion of tasks, and depends on
subordinate respect for influence
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Consideration when a leader is sensitive to
subordinates, respects their ideas and feelings,
and establishes mutual trust
Initiating Structure when a leader is task
oriented and directs subordinates work
activities toward goal achievement
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Employee-centered a leadership behavior that
displays a focus on the human needs of
subordinates
Job-centered leadership behavior in which
leaders direct activities toward efficiency, cost
cutting, and scheduling, with an emphasis on work
goals
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Leader Behavior Toward In-Group versus Out-Group
Members

• In-group
• Discusses objectives gives employee freedom to
  use his or her own approach in solving problems
  and reaching goals
• Listens to employees suggestions and ideas about
  how work is done
• Treats mistakes as learning opportunities

• Out-Group
• Gives employee specific directives for how to
  accomplish tasks and attain goals
• Shows little interest in employees comments and
  suggestions
• Criticizes or punishes mistakes

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Chapter 4

• Leaders as Individuals

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Personality
Behavior patterns in response to ideas, objects,
and people
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Five Personality Dimensions
Outgoing, energetic, gregarious
Quiet, withdrawn, unassertive
Extroversion
Low
High
Warm, considerate, good-natured
Aloof, easily irritated
Agreeableness
Low
High
Impulsive, carefree
Responsible, dependable , goal-oriented
Conscientiousness
Low
High
Moody, tense, lower self-confidence
Stable, confident
Emotional Stability
Low
High
Imaginative, curious, open to new ideas
Narrow field of interests, likes the
tried-and-true
Openness to Experience
Low
High
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Values

• Fundamental beliefsWhat one considers to be
  important, that impacts attitudes and behavior
• End Values
• Beliefs about goals worthy of pursuit
• Instrumental Values
• Beliefs about types of behavior appropriate for
  reaching goals

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Attitude

• Self-Concept
• Attitudes about ourselves includes self-esteem
• Does a person have a positive or negative feeling
  about him/herself

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Theory X and Theory Y
Theory X people are lazy - not motivated to
work / avoid responsibility Theory Y people do
not inherently dislike work / will work at
something they care about
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Characteristics of Charismatic and Noncharismatic
Leaders
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