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Exhibit 12.1 Distinguishing Managership from Leadership Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. 2 Copyright © 2005 Pearson Education Canada Inc. The Place of Leadership • Can Anyone Be a Leader? – Some people don’t have what it takes to be a leader – Some people are more motivated to lead than others • Is Leadership Always Necessary? – Some people don’t need leaders – Leaders need to be aware of followers’ needs Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. 3 Copyright © 2005 Pearson Education Canada Inc. Early Leadership Theories • Trait Theories (1920s–30s) – Research that focused on identifying personal characteristics that differentiated leaders from nonleaders was unsuccessful – Later research on the leadership process identified seven traits associated with successful leadership: 1. Drive 2. desire to lead 3. honesty and integrity 4. self-confidence 5. Intelligence 6. job-relevant knowledge 7. extraversion Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. 4 Copyright © 2005 Pearson Education Canada Inc. Behavioural Theories • University of Iowa Studies (Kurt Lewin) – Identified three leadership styles: • Autocratic style: centralized authority, low participation • Democratic style: involvement, high participation, feedback • Laissez-faire style: hands-off management – Research findings: mixed results • No specific style was consistently better for producing better performance • Employees were more satisfied under a democratic leader than an autocratic leader Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. 5 Copyright © 2005 Pearson Education Canada Inc. Behavioural Theories (cont’d) • Ohio State Studies – Identified two dimensions of leader behaviour • Initiating structure: the role of the leader in defining his or her role and the roles of group members • Consideration: the leader’s mutual trust and respect for group members’ ideas and feelings • University of Michigan Studies – Identified two dimensions of leader behaviour • Employee oriented: emphasizing personal relationships • Production oriented: emphasizing task accomplishment Chapter 12, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. 6 Copyright © 2005 Pearson Education Canada Inc.
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