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Transcript of Lec 6 Leadership
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PowerPoint slides by
Susan A. Peterson, Scottsdale Community College
PowerPoint slides by
Susan A. Peterson, Scottsdale Community College
Chapter 9:
Leadership
Chapter 9:
Leadership
m a n a g e m e n t 2eH i t t / B l a c k / P o r t e r
m a n a g e m e n t 2eH i t t / B l a c k / P o r t e r
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2 2008 Prentice-Hall Business Publishing
Learning ObjectivesLearning Objectives
After studying this chapter, you should be able to:
Define leadership and be able to discuss its
significance in organizationsCompare managing and leading and differentiate
between them
Analyze a leaders sources of power and issues in
using power effectively
Describe and contrast the roles of the leader,
followers, and the situation in the overall leadership
process
After studying this chapter, you should be able to:
Define leadership and be able to discuss its
significance in organizations
Compare managing and leading and differentiate
between them
Analyze a leaders sources of power and issues in
using power effectively
Describe and contrast the roles of the leader,
followers, and the situation in the overall leadership
process
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3 2008 Prentice-Hall Business Publishing
Learning ObjectivesLearning Objectives
Discuss the extent to which national cultures
create differences in effective leadership
behaviors from one country to another
Explain the conditions that can substitute for, or
neutralize, effective leadership
Plan how to improve your own leadership
capabilities
Discuss the extent to which national cultures
create differences in effective leadership
behaviors from one country to another
Explain the conditions that can substitute for, or
neutralize, effective leadership
Plan how to improve your own leadership
capabilities
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4 2008 Prentice-Hall Business Publishing
What is Leadership?What is Leadership?
Organizational leadership
Social influence process
Attempts to influence other peoplein attaining some goal
Leadership behavior:
Can be shown by anyone
Is expected of most managers
Could be demonstrated more
Organizational leadership
Social influence process
Attempts to influence other peoplein attaining some goal
Leadership behavior:
Can be shown by anyone
Is expected of most managers
Could be demonstrated more
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5 2008 Prentice-Hall Business Publishing
What is Leadership?What is Leadership?
Effective leadership
Influence that assists an
organization to meet its goals and
perform successfully
Effective leaders:
Enable people to accomplish more
than if there had been no suchleadership
Unlock other peoples potential
Effective leadership
Influence that assists an
organization to meet its goals and
perform successfully
Effective leaders:
Enable people to accomplish more
than if there had been no suchleadership
Unlock other peoples potential
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6 2008 Prentice-Hall Business Publishing
Leading and Managing: The Same or Different?Leading and Managing: The Same or Different?
Leaders
Create vision fororganizations and units
Promote major changesin goals and procedures
Set and communicatenew directions
Inspire subordinates
Leaders
Create vision fororganizations and units
Promote major changesin goals and procedures
Set and communicatenew directions
Inspire subordinates
Managers
Deal with interpersonal
conflict
Plan
Organize
Implement goals set by
others (the leaders)
Managers
Deal with interpersonal
conflict
Plan
Organize
Implement goals set by
others (the leaders)
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Leading and Managing: The Same or
Different?
Leading and Managing: The Same or
Different?
Managing oughtto
involve most of the
activities thoughtof as leading
Organizations need
their managers to
incorporateleadership roles
into their behavior
Managing oughtto
involve most of the
activities thoughtof as leading
Organizations need
their managers to
incorporateleadership roles
into their behavior
Managers
Adapted from Exhibit 9.1
LeadersLeaders
and
Managers
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Leadership Across Different National
Cultures
Leadership Across Different National
Cultures
Examples of leader
attributes universally
viewed as positive
Examples of leader
attributes universally
viewed as positive
+
+ Trustworthy
+ Encouraging
+ Honest
+ Decisive
+ Communicative
+ Dependable
+
+ Trustworthy
+ Encouraging
+ Honest
+ Decisive
+ Communicative
+ Dependable
Adapted from Exhibit 9.2
Examples of leader
attributes
universally viewed
as negative
Examples of leader
attributes
universally viewed
as negative
-
- Noncooperative
- Irritable
- Dictatorial
- Ruthless
- Egocentric
- Asocial
-
- Noncooperative
- Irritable
- Dictatorial
- Ruthless
- Egocentric
- Asocial
Examples of leader
attributes viewed as
positive ornegative
depending on the
culture
Examples of leader
attributes viewed as
positive ornegative
depending on the
culture
+/-
+/- Ambitious
+/- Individualistic
+/- Cunning
+/- Cautious
+/- Class Conscious
+/- Evasive
+/-
+/- Ambitious
+/- Individualistic
+/- Cunning
+/- Cautious
+/- Class Conscious
+/- Evasive
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Leadership and PowerLeadership and Power
Power
The capacity or ability toinfluence
Power can:Lead to greater capacity toinfluence
Be used to overcome resistance
Be abused and lead toundesirable consequences
Produce positive outcomes ifused skillfully
Power
The capacity or ability toinfluence
Power can:Lead to greater capacity toinfluence
Be used to overcome resistance
Be abused and lead toundesirable consequences
Produce positive outcomes ifused skillfully
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Types of PowerTypes of Power
Based on a manager's rank in an
organizational structure and given to the
manager by superiors
Based on a manager's rank in an
organizational structure and given to the
manager by superiors
Based on a person's individual
characteristics; stay with the individualregardless of his or her position in the
organizational structure
Based on a person's individual
characteristics; stay with the individualregardless of his or her position in the
organizational structure
Position
Power
Position
Power
PersonalPower
PersonalPower
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Types of PowerTypes of Power
LegitimateHow much authority does the
organization give to your position?
LegitimateHow much authority does the
organization give to your position?
RewardAre you able to give others the
rewards they want?
RewardAre you able to give others the
rewards they want?
CoerciveAre you able to punish others or
withhold rewards?
CoerciveAre you able to punish others or
withhold rewards?
ExpertDo you have knowledge that othersneed?ExpertDo you have knowledge that othersneed?
ReferentDo others respect you and want to
be like you?
ReferentDo others respect you and want to
be like you?
Position
Power
Position
Power
Personal
Power
Personal
Power
Adapted from Exhibit 9.3
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Four Key Issues in Using PowerFour Key Issues in Using Power
How much power
should be used?
How can power
be put to use?
Which types of power
should be used?
Should power
be shared?
Adapted from Exhibit 10.2: Four Key Issues in Using PowerAdapted from Exhibit 9.4
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Types of Influence TacticsTypes of Influence Tactics
Rational
Persuasion
Rational
Persuasion
Uses logical arguments and factual evidence to show a
proposal or request is feasible and relevant for attaining
important task objectives
Uses logical arguments and factual evidence to show a
proposal or request is feasible and relevant for attaining
important task objectives
ApprisingApprisingExplains how carrying out a request or supporting aproposal will benefit the target personally or help
advance the target persons career
Explains how carrying out a request or supporting a
proposal will benefit the target personally or help
advance the target persons career
Inspirational
Appeals
Inspirational
Appeals
Makes an appeal to values and ideals or seeks to
arouse the target persons emotions to gain
commitment for a request or proposal
Makes an appeal to values and ideals or seeks to
arouse the target persons emotions to gain
commitment for a request or proposal
ConsultationConsultation
Encourages the target to suggest improvements in a
proposal or to help plan an activity or change for which
the target persons support and assistance are desired
Encourages the target to suggest improvements in a
proposal or to help plan an activity or change for which
the target persons support and assistance are desired
Adapted from Exhibit 9.5
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Types of Influence Tactics (cont.)Types of Influence Tactics (cont.)
ExchangeExchange
Offers an incentive, suggests an exchange of favors, or
indicates willingness to reciprocate at a later time if the
target will do what the agent requests
Offers an incentive, suggests an exchange of favors, or
indicates willingness to reciprocate at a later time if the
target will do what the agent requests
CollaborationCollaboration
Offers to provide relevant resources and assistance if
the target will carry out a request or approve a proposed
change
Offers to provide relevant resources and assistance if
the target will carry out a request or approve a proposed
change
Personal
Appeals
Personal
Appeals
Asks the target to carry out a request or support a
proposal out of friendship, or asks for a personal favor
before saying what it is
Asks the target to carry out a request or support a
proposal out of friendship, or asks for a personal favor
before saying what it is
IngratiationIngratiation
Uses praise and flattery before or during an influence
attempt or expresses confidence in the targets ability
to carry out a difficult request
Uses praise and flattery before or during an influence
attempt or expresses confidence in the targets ability
to carry out a difficult request
Adapted from Exhibit 9.5
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Locus of LeadershipLocus of Leadership
Three leadership variables:
The leader
The situationThe followers
Locus of leadership:
Where the threevariables intersect
Three leadership variables:
The leader
The situationThe followers
Locus of leadership:
Where the threevariables intersect
LeaderLeader
SituationSituationFollowersFollowers
Locus of
Leadership
Adapted from Exhibit 9.6
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Leaders TraitsLeaders Traits
Drive
Achievement, ambition,
energy, tenacity, initiative
Drive
Achievement, ambition,
energy, tenacity, initiative
Emotional maturity
Even tempered, calm under
stress, unself-centered,
nondefensive
Emotional maturity
Even tempered, calm under
stress, unself-centered,
nondefensive
Self-confidence
Set high goals for self and others, optimistic about overcoming obstacles
(if taken to extreme, can lead to arrogance and sense of infallibility)
Self-confidence
Set high goals for self and others, optimistic about overcoming obstacles
(if taken to extreme, can lead to arrogance and sense of infallibility)
Motivation to Lead
Desire to influence
others, comfortable
using power
Motivation to Lead
Desire to influence
others, comfortable
using power
Honesty and Integrity
Trustworthy, open,
forthright
Honesty and Integrity
Trustworthy, open,
forthrightLeaderLeader
Adapted from Exhibit 9.7
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Charismatic LeadershipCharismatic Leadership
Charismatic leadership
Is a strong form of referentpower
Is based on individualinspirational qualities rather thanformal power
Generates followers who identifywith charismatic leaders becauseof these exceptional qualities
Is rare; very few people areconsidered truly charismatic
Charismatic leadership
Is a strong form of referentpower
Is based on individualinspirational qualities rather thanformal power
Generates followers who identifywith charismatic leaders becauseof these exceptional qualities
Is rare; very few people areconsidered truly charismatic
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Attributes of Charismatic LeadersAttributes of Charismatic Leaders
Adapted from Exhibit 11.10: Attributes of the Charismatic LeaderAdapted from Exhibit 9.8
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Leaders SkillsLeaders Skills
TECHNICAL SKILLS
Specialized knowledge
TECHNICAL SKILLS
Specialized knowledge
INTERPERSONAL SKILLS
Sensitivity, persuasiveness, empathy
INTERPERSONAL SKILLS
Sensitivity, persuasiveness, empathy
CONCEPTUAL SKILLS
Logical reasoning, judgment, analytical
abilities
CONCEPTUAL SKILLS
Logical reasoning, judgment, analytical
abilities
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Leaders SkillsLeaders Skills
TECHNICAL SKILLS
Specialized knowledge
TECHNICAL SKILLS
Specialized knowledge
INTERPERSONAL SKILLS
Sensitivity, persuasiveness, empathy
INTERPERSONAL SKILLS
Sensitivity, persuasiveness, empathy
CONCEPTUAL SKILLS
Logical reasoning, judgment, analytical
abilities
CONCEPTUAL SKILLS
Logical reasoning, judgment, analytical
abilities
EMOTIONAL INTELLIGENCESelf-awareness, self-regulation, motivation,
empathy and social skill
EMOTIONAL INTELLIGENCESelf-awareness, self-regulation, motivation,
empathy and social skill
SOCIAL INTELLIGENCE
Ability to read other people
SOCIAL INTELLIGENCE
Ability to read other people
Adapted from Exhibit 9.9
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Leaders BehaviorsLeaders Behaviors
Task Behaviors
Specifies roles andtasks
Schedules workSets performancestandards
Develops procedures
Task Behaviors
Specifies roles andtasks
Schedules workSets performancestandards
Develops procedures
People Behaviors
Is friendly
Is supportive
Shows trust andconfidence in subordinates
Shows concern forsubordinates welfare
Gives recognition to
subordinates foraccomplishments
People Behaviors
Is friendly
Is supportive
Shows trust andconfidence in subordinates
Shows concern forsubordinates welfare
Gives recognition to
subordinates foraccomplishments
Adapted from Exhibit 9.10
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Approaches Based on Leaders BehaviorApproaches Based on Leaders Behavior
BLAKE & MOUTON:
MANAGERIAL GRID
Best managers are both
task- and people-oriented
BLAKE & MOUTON:
MANAGERIAL GRID
Best managers are both
task- and people-oriented
TRANSFORMATIONAL LEADERSHIP
Leaders who inspire followers
to make major changes or to achieve
at very high levels
TRANSFORMATIONAL LEADERSHIP
Leaders who inspire followers
to make major changes or to achieve
at very high levels
TRANSACTIONAL LEADERSHIP
Emphasizes the exchange of rewards
for followers compliance
TRANSACTIONAL LEADERSHIP
Emphasizes the exchange of rewards
for followers compliance
AUTHENTIC LEADERSHIP
Model self-awareness and regulation
and motivate followers to act
more authentically too
AUTHENTIC LEADERSHIP
Model self-awareness and regulation
and motivate followers to act
more authentically too
Leadership ApproachesLeadership Approaches
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Managerial GridManagerial Grid
Focuses on two
leadership
behaviors: concern
for people and
concern for results
Leaders can be
- High in both
- Low in both
- In the middle on
both
- High in one, low
in the other
Focuses on twoleadership
behaviors: concern
for people and
concern for results
Leaders can be
- High in both
- Low in both
- In the middle on
both
- High in one, low
in the other Low High
Low
High
Concern for Results
Concer
n
for
People
9
8
7
6
5
4
3
2
1
1 2 3 4 5 6 7 8 9
Good
Leaders
Poor
Leaders
MediocreLeaders
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Transformational LeadershipTransformational Leadership
Transformational leaders
Empower and coach followers
Motivate followers to:- Ignore self-interest
- Work for the larger good of
the organization
- Achieve significant
accomplishments
- Make major changes
Transformational leaders
Empower and coach followers
Motivate followers to:- Ignore self-interest
- Work for the larger good of
the organization
- Achieve significant
accomplishments
- Make major changes
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Transactional LeadershipTransactional Leadership
Transactional leadership
Is more passive
Emphasizes exchange orrewards or benefits for
compliance with leaders
requests
Appeals to followers self-interests to motivate their
performance
Transactional leadership
Is more passive
Emphasizes exchange orrewards or benefits for
compliance with leaders
requests
Appeals to followers self-interests to motivate their
performance
fT f ti l V T ti l
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27 2008 Prentice-Hall Business PublishingAdapted from Exhibit 11.11: Transformation versus Transactional Leadership
Transformational
Leadership
Transformational
Leadership
Transactional
Leadership
Transactional
Leadership
Leader gains
subordinatescompliance by:
Leader gains
subordinatescompliance by:
Appeals focus on:Appeals focus on:
Type of planned
change:
Type of planned
change:
Transformational Versus Transactional
Leadership
Transformational Versus Transactional
Leadership
Inspiring,empowering, and
coaching followers
Inspiring,empowering, and
coaching followers
Exchange ofrewards and
benefits
Exchange ofrewards and
benefits
Organizational andcommon good
interests
Organizational andcommon good
interestsSelf-interestSelf-interest
Majororganizational
change
Majororganizational
changeRoutine changesRoutine changes
Adapted from Exhibit 9.11
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Guidelines for Transformational LeadershipGuidelines for Transformational Leadership
Develop a clear and appealing vision
Develop a strategy for attaining thevision
Articulate and promote the vision
Act confident and optimisticExpress confidence in followers
Use early success in small steps tobuild confidence
Celebrate successesUse dramatic, symbolic actions toemphasize key values
Lead by example
Develop a clear and appealing vision
Develop a strategy for attaining thevision
Articulate and promote the vision
Act confident and optimisticExpress confidence in followers
Use early success in small steps tobuild confidence
Celebrate successesUse dramatic, symbolic actions toemphasize key values
Lead by example
Adapted from Exhibit 9.12
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Followers BehaviorsFollowers Behaviors
Important points about followers:
They may be as informed as
leaders
They may share power with
leaders
Usually have lower formal
authority, though power
differences have decreased
They affect the leaders style and
success
Important points about followers:
They may be as informed as
leaders
They may share power with
leaders
Usually have lower formal
authority, though power
differences have decreased
They affect the leaders style and
success
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Approaches Based on Followers BehaviorApproaches Based on Followers Behavior
HERSEY AND BLANCHARD:
SITUATIONAL LEADERSHIP MODEL
Focuses followers readiness to
engage in learning new tasks
HERSEY AND BLANCHARD:
SITUATIONAL LEADERSHIP MODEL
Focuses followers readiness to
engage in learning new tasks
LEADER-MEMBER
EXCHANGE THEORY
Focuses on types of relationships
between a leader and a follower
LEADER-MEMBER
EXCHANGE THEORY
Focuses on types of relationships
between a leader and a follower
Leadership ApproachesLeadership Approaches
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Situational Leadership ModelSituational Leadership Model
Leadership behaviors depend on
readiness of followers
- Ability in a specific task
- Motivation to undertake the new
task
Leadership behaviors
- Supportiveness (peopleorientation)
- Directiveness (task orientation)
Leadership behaviors depend on
readiness of followers
- Ability in a specific task
- Motivation to undertake the new
task
Leadership behaviors
- Supportiveness (peopleorientation)
- Directiveness (task orientation)
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Leader-Member Exchange TheoryLeader-Member Exchange Theory
Quality of the leader-member
relationship can influence
behavior of subordinates
Leader should build strong,
mutually beneficial relationship
Relationship goes through
stages:- Stranger- Acquaintance- Maturity
Quality of the leader-member
relationship can influence
behavior of subordinates
Leader should build strong,
mutually beneficial relationship
Relationship goes through
stages:- Stranger- Acquaintance- Maturity
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Role-Implementation
High
Almost
Unlimited
Team
Leader-Member RelationshipsLeader-Member Relationships
Role-Making
Medium
Limited
Role-Finding
Low
None
Self
Relationship-building phase
Quality of leader-
member exchange
Amounts of
reciprocal Influence
Focus of interest
Stranger
Relationship
characteristics
Relationship
characteristicsRelationship
stage
Relationship
stage
Maturity
Time
Acquaintance
Adapted from Exhibit 9.13
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The SituationThe Situation
Situational variables affecting leadership are:
Tasks to be performed- If task changes, leadership style changes
- Unstructured task done by experts supportiveleadership
- Structured task done by inexperienced people directive leadership
Organizational context- Immediate work group + larger organization- Organizational culture dictates leadership style
Situational variables affecting leadership are:
Tasks to be performed- If task changes, leadership style changes
- Unstructured task done by experts supportiveleadership
- Structured task done by inexperienced peopledirective leadership
Organizational context- Immediate work group + larger organization- Organizational culture dictates leadership style
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Approaches Based on SituationApproaches Based on Situation
FIEDLER: CONTINTENCY
LEADERSHIP MODEL
Focuses on type of leaderandthe
degree of favorability of the situation
FIEDLER: CONTINTENCY
LEADERSHIP MODEL
Focuses on type of leaderandthe
degree of favorability of the situation
HOUSE: PATH-GOAL THEORY
Use leadership approach based on
both subordinate skills andsituation
HOUSE: PATH-GOAL THEORY
Use leadership approach based on
both subordinate skills andsituation
Leadership ApproachesLeadership Approaches
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Leadership Contingency TheoryLeadership Contingency Theory
Premise: Leadership effectiveness depends on
1) favorability of situation and 2) type of leader
Premise: Leadership effectiveness depends on
1) favorability of situation and 2) type of leader
FAVORABLE SITUATION
Good subordinate relationships Highly structured task High amount of position power
UNFAVORABLE SITUATION
Poor subordinate relationships Unstructured task Leader lacks position power
TASK-ORIENTED LEADERS
Do best when the situation is either: Highly favorable, or Highly unfavorable
PEOPLE-ORIENTED LEADERS
Do best when the situation is either: Moderately favorable, or Moderately unfavorable
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Leaders job is to increase subordinate satisfactionand effort
Assumes that:
- One leadership approach will work better in sometask situations than others
- Leaders can modify their styles to suit the situation
Two basic leadership behaviors:
- Supportive
- Directive
Leaders job is to increase subordinate satisfactionand effort
Assumes that:
- One leadership approach will work better in sometask situations than others
- Leaders can modify their styles to suit the situation
Two basic leadership behaviors:
- Supportive
- Directive
Path-Goal TheoryPath-Goal Theory
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Prentice-Hall Business Publishing
The task is:
Frustrating, boring, stressful,
structured, and routine
Subordinates are:
Highly experienced and
competent
The task is:
Interesting but ambiguous,
nonstressful, unstructured,varied
Subordinates are:
inexperienced
Directive
Leadership Style
(Task oriented)
Supportive
Leadership Style
(Person oriented)
Goal
(i.e., increased
performance)
IF
AND
IF
AND
Path-Goal TheoryPath-Goal Theory
Adapted from Exhibit 9.14
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Substitutes for LeadershipSubstitutes for Leadership
Ad t d f E hibit 5 2 F t f M l I t it
Direct Feedback
from Task
Direct Feedback
from Task
Cohesive work
group
Cohesive work
group
Advisory or
Staff Support
Advisory or
Staff Support
Intrinsically
Satisfying Task
Intrinsically
Satisfying Task
Ability,
Experience,Training
Ability,
Experience,Training
Professional
Orientation
Professional
Orientation
Substitutes
for Leadership
Substitutes
for Leadership
Adapted from Exhibit 9.14