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HighlyHighlyHighlyHighly 12-+ SituationalcontingenceWorkcesituationisimportantcontingencyfactor.Onehastobettermatchtheleadershiptraitsorbehaviorswithworkcesituation.LeadershipContingencyLeader’seffectivenessisaresultofin ctionoftwofactors:Leadershipstyleandsituational ++TheLeadership(Managerial)12- +12-12-12-Task-orientedTask- Leader-MemberExchange+ UsesocialexchangestoachievePerformanceTurnoverRatesJobIn-Out-InspirefollowersPerformanceTurnoverRatesJobIn-Out-Inlectual12-12-12-+ CharismaticAnenthusiastic,self-confidentleader alityandactionsinfluencepeopletobehaveincertainways.CharacteristicsofcharismaticHaveaAreabletoarticulatetheArewillingtotakeriskstoachievetheAresensitivetotheenvironmentandfollowerneedsExhibitbehaviorsthatareoutofthe

+ Inspirationcommunicateshighexpectations,usessymbolstofocusefforts,andinsimpleways.12- 12-12-4εε

BeinganBeingan12-12-12-KSAsforEffectiveKSAsforEffectiveManagingThepoweraleaderhasasaresultofhisorherCoerciveThepoweraleaderhastopunishorcontrol.RewardThepowertogiveExpertTheinfluencealeadercanexertasaresultofhisorherexpertise,skills,orThepowerofaleaderthatarisesbecauseofa’sdesirableal12-12-5petence,andabilitypetence,andabilitytoinspire–AorherThebeliefoffollowers(andothers)intheintegrity,character,andabilityofaleaderandopennessIsrelatedtoincreasesinjobperformance,organizationalcitizenshipbehaviors,jobsatisfaction,andorganizationCredibility(ofa

BeinganBeingan12-12-12-WhatIsWhatIs–thetransferandunderstandingofmeaning.ItisaprocessofsendingandreceivingmessageswithattachedMedium(Communication12-12-6男生不–The男生不–TheinterpretationofmessagescanbeinfluencedRelationshipwiththe…GoodWanta12-12-12-NonverbalCommunication:NonverbalCommunication:12-12-7NonverbalNonverbalCommunication:Example:Example:Body cementandnonverbalcommunicationin12-12-12- 是公司的业务精英,刚被公主管。但是最近他的全体属下突然辞职了。他们这样描述她:“根本不可能共事”、“不关心别人”、“傲慢和 ”。通过观你发现J认为目前的管理方式是唯一能够保证属下各司其职的方法。同时她更关心的是工作的完成情况。她向你承认,她很少关心下属的人际交往需要,并且对跟不上她快节奏管理方法的任何人都没有12-12-12-8H先H先生是一位成功的市场研究员。总乐于花的时间坐在电脑前,而能够和公司的整体计划整合在一起因此他在公司的发展也受到限制C在管理方面很有潜质。她学希望将她到高一级的岗位上,但战那些难管又多事的员工,而这个点也很可能会限制升迁12-12-12-alal

Beingan12-12-12-9alCommunicationalCommunicationalCommunication12-Semantic–KISS(Keepitshortandsimple)principle“Wesolicitanymendationsthatyouwishtomake,andyoumaybeassuredthatanysuchmendationswillbegivenourcareful“Sendusyourtheywillbecarefully“Consumerelementsarecontinuingto12-thepricestructureatalowerlevelthanexiststhepresentatoaot.)ExplicitlythroughspokenandwrittenHigh-contextBody-PhysicalPast

BeinganBeingan12-12-12-OrganizationalFormalOrganizationalFormalcommunicationthatfollowstheofficialchainofcommandorisrequiredtodoone’municationthatisnotdefinedbytheorganization’sstructuralhierarchy.OrganizationalCommunication–networkoffriendshipsandacquaintancesthroughrumorsandotherunofficialinformationarepassedfrom12-12-OrganizationalCommunicationOrganizationalCommunicationDiagonal–communicationthatcutsacrossworkareasandorganizationallevels.Directionsforinformationflowsinandaround12-12-CommunicationthroughCommunicationthroughsocialSupportivecommunicationFocusFocusonproblemnotBespecificandOwntheBe12-12-12-Leading12-Leading12-12-��������=�������+����������� Arguesthatsuccessfulleadershipisachievedbyselectingtherightleadershipstylewhichiscontingentonthelevelofthefollowers’Readiness:theextenttowhichfollowershavetheabilityandwillingnesstoplishaspecifikling:hightask-lowrelationshipleadershipSelling:hightask-highrelationshipleadership12-12-

SituationalSituational

12- theabilityforbothleadersandfollowerstobeopen,accountable,andhonestwitheachother.individualsfeeltheyarebeingattackedandtheyneedtoprotectthemselvesindividualfeelshisself-worthisbeingBuilding12-12-12-EmpoweringEmpowering–Increasingthedecision-makingdiscretionofworkerssuchthatteamscanmakekeyoperatingdecisionsindevelo budgets,schedulingworkloads,controllinginventories,andsolvingqualityproblems.WhyEmpowerQuickerresponsestoproblemsandAddressestheproblemofincreasedspansofcontrolinrelievingmanagerssotheycanaddressotherproblems12-12-Cross-CulturalUniversalCross-CulturalUniversalElementsofEffectiveCross-Cultural12-12-12-12-GenderDifferences ResearchMalesandfemalesusedifferentWomentendtoadoptamoredemocraticorparticipativestyleunlessinamale-dominatedjob.WomentendtousetransformationalMentendtousetransactional12-LeaderTrainingismorelikelytobesuccessfulwithindividualswhoarehighself-monitorsthanthosewhoarelowself-monitors.Individualswithhigherlevelsofmotivationtoleadaremorereceptivetoleadershipdevelopmentopportunities.+ Assumesthataleader’skeyfunctionistohelpfollowersinattainingtheirgoalsandtoprovidedirectionorsupportneededtoensurethattheirgoalsarecompatiblewithorganizat

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