overview and integration 16-1copyright© 2013 pearson education leadership in organizations
TRANSCRIPT
![Page 1: Overview and Integration 16-1Copyright© 2013 Pearson Education Leadership in Organizations](https://reader035.vdocuments.net/reader035/viewer/2022070308/551c54cb5503469d6a8b4dab/html5/thumbnails/1.jpg)
CHAPTER 16Overview and Integration
16-1Copyright© 2013 Pearson Education Leadership in Organizations
![Page 2: Overview and Integration 16-1Copyright© 2013 Pearson Education Leadership in Organizations](https://reader035.vdocuments.net/reader035/viewer/2022070308/551c54cb5503469d6a8b4dab/html5/thumbnails/2.jpg)
Learning Objectives
After studying this chapter, you should be able to:
Summarize major findings about leadership traits, skills, behavior, influence processes, and situational variables.
Understand key points of convergence in findings from different approaches for studying leadership.
Understand what progress has been made in integrating the findings in different approaches for studying leadership.
Copyright© 2013 Pearson Education Leadership in Organizations 16-2
![Page 3: Overview and Integration 16-1Copyright© 2013 Pearson Education Leadership in Organizations](https://reader035.vdocuments.net/reader035/viewer/2022070308/551c54cb5503469d6a8b4dab/html5/thumbnails/3.jpg)
Learning Objectives (Cont.)
Understand similar explanatory processes in dyadic, group, and organization-level theories of effective leadership.
Understand how the methods used for studying leadership affect what is learned about it.
Understand what has been learned about the essence of effective leadership.
Copyright© 2013 Pearson Education Leadership in Organizations 16-3
![Page 4: Overview and Integration 16-1Copyright© 2013 Pearson Education Leadership in Organizations](https://reader035.vdocuments.net/reader035/viewer/2022070308/551c54cb5503469d6a8b4dab/html5/thumbnails/4.jpg)
LEARNING OBJECTIVE 1
Copyright© 2013 Pearson Education Leadership in Organizations 16-4
Summarize major findings about leadership traits, skills, behavior,
influence processes, and situational variables
![Page 5: Overview and Integration 16-1Copyright© 2013 Pearson Education Leadership in Organizations](https://reader035.vdocuments.net/reader035/viewer/2022070308/551c54cb5503469d6a8b4dab/html5/thumbnails/5.jpg)
Major Findings in Leadership Research
The leadership situation
Leadership behavior
Power and influence
Traits and skills
Copyright© 2013 Pearson Education Leadership in Organizations 16-5
![Page 6: Overview and Integration 16-1Copyright© 2013 Pearson Education Leadership in Organizations](https://reader035.vdocuments.net/reader035/viewer/2022070308/551c54cb5503469d6a8b4dab/html5/thumbnails/6.jpg)
LEARNING OBJECTIVE 2
Copyright© 2013 Pearson Education Leadership in Organizations 16-6
Understand key points of convergence in findings from
different approaches for studying leadership
![Page 7: Overview and Integration 16-1Copyright© 2013 Pearson Education Leadership in Organizations](https://reader035.vdocuments.net/reader035/viewer/2022070308/551c54cb5503469d6a8b4dab/html5/thumbnails/7.jpg)
Key Points of Convergence
Leadership success is mediated by effects of leader traits
Leader traits influence leader behavior
Effect of leader behavior on leader power and influence
Copyright© 2013 Pearson Education Leadership in Organizations 16-7
![Page 8: Overview and Integration 16-1Copyright© 2013 Pearson Education Leadership in Organizations](https://reader035.vdocuments.net/reader035/viewer/2022070308/551c54cb5503469d6a8b4dab/html5/thumbnails/8.jpg)
Key Points of Convergence (Cont.)
Relationship of leader and follower traits and the impact on influence behavior
Joint interaction of traits, power, behavior and situation to determine effectiveness
Copyright© 2013 Pearson Education Leadership in Organizations 16-8
![Page 9: Overview and Integration 16-1Copyright© 2013 Pearson Education Leadership in Organizations](https://reader035.vdocuments.net/reader035/viewer/2022070308/551c54cb5503469d6a8b4dab/html5/thumbnails/9.jpg)
LEARNING OBJECTIVE 3
Copyright© 2013 Pearson Education Leadership in Organizations 16-9
Understand what progress has been made in integrating the
findings in different approaches for studying leadership
![Page 10: Overview and Integration 16-1Copyright© 2013 Pearson Education Leadership in Organizations](https://reader035.vdocuments.net/reader035/viewer/2022070308/551c54cb5503469d6a8b4dab/html5/thumbnails/10.jpg)
Integrated Findings
A core set of intervening variables determine performance at all levels.
Variables that mediate the effects of leadership behavior on individual follower performance
Variables that mediate the effects of leader
Variables that mediate the effects of leaders on organizational performanceCopyright© 2013 Pearson Education Leadership in Organizations 16-10
![Page 11: Overview and Integration 16-1Copyright© 2013 Pearson Education Leadership in Organizations](https://reader035.vdocuments.net/reader035/viewer/2022070308/551c54cb5503469d6a8b4dab/html5/thumbnails/11.jpg)
Integrated Findings
Situational Variables:
Favorable
Unfavorable
Leader influence on situational variables
Copyright© 2013 Pearson Education Leadership in Organizations 16-11
![Page 12: Overview and Integration 16-1Copyright© 2013 Pearson Education Leadership in Organizations](https://reader035.vdocuments.net/reader035/viewer/2022070308/551c54cb5503469d6a8b4dab/html5/thumbnails/12.jpg)
Integrated Findings
Reciprocal Influence
Leader as independent variable
Leader as dependent variable
Copyright© 2013 Pearson Education Leadership in Organizations 16-12
![Page 13: Overview and Integration 16-1Copyright© 2013 Pearson Education Leadership in Organizations](https://reader035.vdocuments.net/reader035/viewer/2022070308/551c54cb5503469d6a8b4dab/html5/thumbnails/13.jpg)
LEARNING OBJECTIVE 4
Copyright© 2013 Pearson Education Leadership in Organizations 16-13
Understand similar explanatory processes in dyadic, group, and organization-level theories of
effective leadership
![Page 14: Overview and Integration 16-1Copyright© 2013 Pearson Education Leadership in Organizations](https://reader035.vdocuments.net/reader035/viewer/2022070308/551c54cb5503469d6a8b4dab/html5/thumbnails/14.jpg)
Multi-Level Explanatory Processes
Role specialization and differentiation Employee talent and human capital Efficacy and optimism Trust and cooperation Social identification
Copyright© 2013 Pearson Education Leadership in Organizations 16-14
![Page 15: Overview and Integration 16-1Copyright© 2013 Pearson Education Leadership in Organizations](https://reader035.vdocuments.net/reader035/viewer/2022070308/551c54cb5503469d6a8b4dab/html5/thumbnails/15.jpg)
Multi-Level Explanatory Processes (Cont.)
Role modeling and cascading Human resource programs and systems Empowerment Culture Collective learning and innovation
Copyright© 2013 Pearson Education Leadership in Organizations 16-15
![Page 16: Overview and Integration 16-1Copyright© 2013 Pearson Education Leadership in Organizations](https://reader035.vdocuments.net/reader035/viewer/2022070308/551c54cb5503469d6a8b4dab/html5/thumbnails/16.jpg)
LEARNING OBJECTIVE 5
Copyright© 2013 Pearson Education Leadership in Organizations 16-16
Understand how the methods used for studying leadership
affect what is learned about it
![Page 17: Overview and Integration 16-1Copyright© 2013 Pearson Education Leadership in Organizations](https://reader035.vdocuments.net/reader035/viewer/2022070308/551c54cb5503469d6a8b4dab/html5/thumbnails/17.jpg)
Methodological Issues and Limitations
Biases in conceptualizations
Heroic versus shared leadership Emphasis on dyadic processes Inadequate explanatory processes Inattention to context
Copyright© 2013 Pearson Education Leadership in Organizations 16-17
![Page 18: Overview and Integration 16-1Copyright© 2013 Pearson Education Leadership in Organizations](https://reader035.vdocuments.net/reader035/viewer/2022070308/551c54cb5503469d6a8b4dab/html5/thumbnails/18.jpg)
Methodological Issues and Limitations (Cont.)
Qualitative versus quantitative Survey versus experimental Level of analysis Other issues
Copyright© 2013 Pearson Education Leadership in Organizations 16-18
![Page 19: Overview and Integration 16-1Copyright© 2013 Pearson Education Leadership in Organizations](https://reader035.vdocuments.net/reader035/viewer/2022070308/551c54cb5503469d6a8b4dab/html5/thumbnails/19.jpg)
LEARNING OBJECTIVE 6
Copyright© 2013 Pearson Education Leadership in Organizations 16-19
Understand what has been learned about the essence of
effective leadership
![Page 20: Overview and Integration 16-1Copyright© 2013 Pearson Education Leadership in Organizations](https://reader035.vdocuments.net/reader035/viewer/2022070308/551c54cb5503469d6a8b4dab/html5/thumbnails/20.jpg)
The Essence of Effective Leadership
Meaning of Events Create alignment Task commitment and optimism Mutual trust and cooperation Collective identity
Copyright© 2013 Pearson Education Leadership in Organizations 16-20
![Page 21: Overview and Integration 16-1Copyright© 2013 Pearson Education Leadership in Organizations](https://reader035.vdocuments.net/reader035/viewer/2022070308/551c54cb5503469d6a8b4dab/html5/thumbnails/21.jpg)
The Essence of Effective Leadership (Cont.)
Organize and coordinate activities Collective learning Resources and support Develop and empower Promote social justice and morality
Copyright© 2013 Pearson Education Leadership in Organizations 16-21