Management and Organizational Studies 2181A/B Chapter 13: Chapter 13 - Leadership Styles and Behaviours
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Jo(cid:271)"s e(cid:454)t(cid:396)ao(cid:396)di(cid:374)a(cid:396)(cid:455) (cid:448)isio(cid:374) a(cid:374)d leade(cid:396)ship e(cid:374)gi(cid:374)ee(cid:396)ed o(cid:374)e of the (cid:373)ost d(cid:396)a(cid:373)ati(cid:272) (cid:272)o(cid:396)po(cid:396)ate turnarounds in history. O(cid:374) august (cid:1005)(cid:1004), (cid:1006)(cid:1004)(cid:1005)(cid:1005) apple su(cid:396)passed e(cid:454)(cid:454)o(cid:374) mo(cid:271)il to seize the title of (cid:449)o(cid:396)ld"s (cid:373)ost (cid:448)alua(cid:271)le company. His power derived from his history with apple, his technical and design expertise, and his remarkable charisma. The use of power and influence to direct the activities of followers toward goal achievement. Low levels of trust, respect, obligation, mutual support. Low lmx leaders provide less attention and discretion: employees do only what is required within their job description. The degree to which the leade(cid:396)"s a(cid:272)tio(cid:374)s (cid:396)esult i(cid:374) the a(cid:272)hie(cid:448)e(cid:373)e(cid:374)t of the u(cid:374)it"s goals, the (cid:272)o(cid:374)ti(cid:374)ued (cid:272)o(cid:373)(cid:373)it(cid:373)e(cid:374)t of the u(cid:374)it"s e(cid:373)plo(cid:455)ees, a(cid:374)d the de(cid:448)elop(cid:373)e(cid:374)t of (cid:373)utual t(cid:396)ust, (cid:396)espe(cid:272)t, and obligation in leader-member dyads. Early research focused on physical features, whereas subsequent research focused more on personality and ability early theories attempted to answer this question by looking for particular traits and characteristics of effective leaders.