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Lecture 44

BMRT 11009 Lecture Notes - Lecture 44: Getty Images, Transformational Leadership, Institute For Operations Research And The Management Sciences


Department
Business Management and Related Technologies
Course Code
BMRT 11009
Professor
Aviad Israli
Lecture
44

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CHAPTER 14
POWER INFLUENCE, & LEADERSHIP
From Becoming a Manager to Becoming a Leader
©Olivier Renck/ Getty Images
©McGraw-Hill Education. All rights reserved. Authorized only for instructor use in the
classroom. No reproduction or further distribution permitted without the prior written consent
of McGraw-Hill Education.
LEARNING OBJECTIVES
14.1 Describe managers’ appropriate use of power and influence.
14.2 Identify traits and characteristics of successful leaders.
14.3 Identify behaviors of successful leaders.
14.4 Describe situational leadership.
14.5 Describe transformational leadership and its effects on employees.
14.6 Compare three additional perspectives on leadership.
14.7 Explain how to develop the career readiness competency of self-awareness.
The NATURE of LEADERSHIP
Leadership
The ability to influence employees to voluntarily pursue organizational goals.
Leadership coaching
Enhancing a person’s abilities and skills to lead.
Managerial leadership
Process of influencing others to understand and agree what needs to be done
and the process of facilitating individual and collective efforts to accomplish
shared objectives.
CHARACTERISTICS of MANAGERS and LEADERS
BEING A MANAGER MEANS:
Planning, organizing, directing, controlling.
Executing plans and delivering goods and services.
Managing resources.
Being conscientious.
Putting customers first, responding to and acting for customers.
Mistakes can happen when managers don’t appreciate people are the key resource, underlead
by treating people like other resources, or fail to be held accountable.
BEING A LEADER MEANS:
Being visionary.
Being inspiring, setting the tome, and articulating the vision.
Managing people.
Being inspirational (charismatic).
Acting decisively.
Putting people first, responding to and acting for followers.
Mistakes can happen when leaders choose the wrong goal, direction, or inspiration; overlead;
or fail to implement the vision.
Table 14.1.
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