Leadership in Organizations (7th Edition) by Gary A. Yukl
By Gary A. Yukl
What makes a good chief? This e-book discusses theories of management and gives functional recommendation for company leaders. this article presents a stability of conception and perform because it surveys the foremost theories and learn on management and managerial effectiveness in formal companies. alterations within the 7th variation comprise a reorganization of chapters to make room for added fabric whereas keeping the original constitution that addresses either teachers and practitioners. The textual content now covers moral, non secular, servant, and real management and discusses range in management roles.
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Additional resources for Leadership in Organizations (7th Edition)
Example text
By reducing price and increasing advertising) may result in lower profits. , by inducing people to work faster) may reduce product quality or employee satisfaction. Chapter 1 • Introduction: The Nature of Leadership Inspiring vision Follower effort Quality + Productivity Training + Coaching 11 Unit profits Follower skills FIGURE 1-1 Causal Chain of Effects from Two Types of Leader Behavior Immediate and Delayed Outcomes Some outcomes are more immediate than others. For example, the immediate result of an influence attempt is whether followers are willing to do what the leader asks, but a delayed effect is how well followers actually perform the assignment.
The early research on managerial activities found that lower and middle managers spent from 27 to 82 percent of their time engaged in oral communication, and the figure was 65 to 75 percent for Chapter 2 • The Nature of Managerial Work 29 higher-level managers. , memos, text messaging) it has limitations. , video conferencing, cell phones that show the other communicator), they will likely replace many face-to-face meetings. The research shows that much of the oral communication by managers involves exchange of information and attempts to influence people.
Other power-influence research used questionnaires and descriptive incidents to determine how leaders influence the attitudes and behavior of followers. The study of influence tactics can be viewed as a bridge linking the power-influence approach and the behavior approach. The use of different influence tactics is compared in terms of their relative effectiveness for getting people to do what the leader wants. Participative leadership is concerned with power sharing and empowerment of followers, but it is firmly rooted in the tradition of behavior research as well.