human relations in organizations (10/e): part 2

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(bq) part 2 book human relations in organizations has contents: leading and trust, motivating performance; team dynamics, creativity and problem solving, and decision making; organizational change and culture; valuing diversity globally,... and other contents.

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PART
3
Leadership
Influencing
Skills:
Others
7
Leading and Trust
8 Motivating Performance
9 Ethical Power, Politics, and Etiquette
10
Networking and Negotiating
Copyright © 2017 by McGraw-Hill Education. All rights reserved.
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C
H
A
P
T
E
R
7
Leading
and
Trust
L E A R N I N G
O U T C O M E S
After completing this chapter, you should be able to:
LO 7-1
Explain what leadership is and how it affects
LO 7-7
Define the following 14 key terms (in order of
behavior, human relations, and performance.
appearance in the chapter):
LO 7-2
LO 7-3
Describe leadership trait theory.
List and describe three behavioral leadership
theories.
leadership
leadership trait theory
behavioral leadership
theories
normative leadership
theory
situational leadership
autocratic style (S-A)
LO 7-4
List and describe three contingency leadership
theories.
Leadership Grid
contingency leadership
theories
consultative style (S-C)
participative style (S-P)
laissez-faire style (S-L)
LO 7-5
LO 7-6
Explain four situational supervisory styles.
Briefly describe the five dimensions of trust.
contingency leadership
theory
leadership continuum
trust
/ / / Mike Templeton is a branch manager at the
jean: I don’t know; I’ve never done a report before.
Northwest Bank. Mike has authority over subordinates
mike: I realize that, but I’m sure you can handle it.
to make decisions regarding hiring and firing, raises,
I selected you because of my faith in your ability.
and promotions. Mike gets along well with his subordi-
jean: Will you help me?
nates. The branch atmosphere is friendly. His boss has
mike: Sure. There is more than one way to do the report.
asked for a special report about the loans the branch
has made so far this year. Mike could have done the
report himself, but he thought it would be better to
delegate the task to one of the three loan oficers.
After thinking about the qualifications of the three loan
oficers, Mike selected Jean. He called her into his
I can give you the details on what must be included in the
report, but you can use any format you want, as long as
I approve it. We can discuss the report now; then as you
work on it, you can come to me for input. I’m confident
you’ll do a great job. Do you want the assignment?
jean: OK, I’ll do it.
ofice to talk about the assignment.
Together, Mike and Jean discuss how she will do the
mike: Hi, Jean, I’ve called you in here to tell you that
I’ve selected you to do a year-to-date loan report for
the branch. It’s not mandatory; I can assign the report
report.
What leadership style would you use to get the
report done? This chapter explains 10 leadership
to someone else. Are you interested?
theories. Each will be applied to the loan report. / / /
200
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Chapter 7
Leading and Trust
201
In Part 1 (Chapters 1 to 4) we focused on developing intrapersonal skills, and in Part 2
(Chapters 5 to 6) we built on those skills to develop interpersonal skills. We are now in
Part 3, so we turn to developing leadership skills, which are clearly based on intraper-
sonal and interpersonal skills. These three skills form a natural, overlapping develop-
mental sequence.
HOW LEADERSHIP AFFECTS BEHAVIOR,
HUMAN RELATIONS, AND PERFORMANCE
Learning Outcome 7-1
Leadership is the process of influencing employees to work toward the achievement of
Explain what leadership
is and how it affects
objectives. The essence of leadership in organizations is influencing and facilitating
individual and collective efforts to accomplish objectives.1 Leadership is about people
behavior, human relations,
and relationships.2 Your leadership style is based on your behavior, which in turn
and performance.
affects your human relations. An autocratic leadership style in which you just tell
employees what to do, versus being a participative leader and including employees in
the management process, clearly results in different behavior and human relations.
The differences will be explained in more detail throughout the chapter.
Leadership remains one of the most consequential influencers of employee
performance,3 and leadership behavior has been linked directly to bottom-line
performance.4 Continuous improvement through change can only come about
through effective leadership.5 Leaders improve team and organizational performance
through influencing the processes that determine success.6 Leadership is the most
crucial skill you have in business, as it will set you apart.7
Leadership and Management Are Not the Same
People tend to use the terms manager and
leader interchangeably. However, that usage is not correct. Management and leadership
are related but different concepts.8 Leadership is one of the five management functions
(planning, organizing, staffing, leading, and controlling), and leadership is critical to
management success.9 Someone can be a manager without being a true leader. There are
managers—you may know of some—who are not leaders because they do not have the
ability to influence others. There are also good leaders who are not managers. The infor-
mal leader, an employee group member who takes charge, voices issues, and initiates
change,10 is a case in point. You may have worked in a situation where one of your peers
had more influence in the department than the manager.
Our definition of leadership does not suggest that influencing employees is the
task of the manager alone; employees do influence other employees. Anyone can be a
leader within any group or department, and everyone in a team is expected to be a
leader,11 and companies need a rich bench of leadership talent.12 Thus, regardless of
your position, you are expected to share leadership.
Theory and Application
Leadership is a topic of great interest to researchers and prac-
titioners alike,13 as it is a key issue to both.14 But some people like leadership theories
and want to know about them and the history of leadership, while others just want the
practical, “how to lead” material. In this chapter, we provide both. In the first three
major sections we provide the history of leadership theory based on the three schools
of leadership: trait, behavioral, and contingency. Then in the fourth section, based on
the theories, we provide situational supervision that explains how to select the most
WORK APPLICATION 7-1
Give detailed reasons why
leadership skills are
important to a specific
organization.
appropriate leadership style for a given situation. So you can put your focus on one or
the other, or both.
For years researchers have been trying to answer these questions: “What does it
take to be an effective leader?” and “What is the most effective leadership style?” There
is no universal agreement about the answers to these questions. We will now turn to a
chronological review of how researchers have tried to answer these questions. After
studying the major leadership theories, you can select the one you like best, combine
some, or develop your own.
Copyright © 2017 by McGraw-Hill Education. All rights reserved.

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