1. - may enable leaders to develop a signifficant identity for their organization and instill high levels of trust and coopertation
2. Gender and Leadership
2.1. 1) subordinates may try to resist the influence of female managers 2) female managers sometimes have better interpersonal skills
2.2. Researchers suggest female and male managers tend to be equally effective as a leader
2.3. Women tend to be more participative Men tend to be less participative
2.4. Research suggest that male and female managers who have leadership positions in organization behave similar ways
2.5. - plays a crucial role on how leaders should deal with their followers
3. Emotional Intelligence and Leadership
3.1. - more likely to understand all the emotions surrounding
4. Combining Leader Style and The Situation
4.1. Putting The Contigency Model Into Practice
5. Leader Style
5.1. Situational Characteristics
5.1.1. Leader-Member Relations
6. Transformational managers motivate their subordinates to work for the good of organization for the whole, not for personal benefites
7. The Distinction between Transformational and Transactional Leadership
7.1. Transactional=use reward and coercive powers to encourage high perfomance
7.2. Trasnformational= subordinates tend to have higher levels of job satisfaction ad perfomance
8. Contigency Models of Leadership
8.1. Fiedler's Contigency Model
8.1.1. Task Structure
8.1.1.1. Position Power
8.2. House's Path-Goal Theory
8.2.1. 3 Guidelines
8.2.1.1. Find out what outcomes your subordinates are trying to obtain from their jobs and the organisation
8.2.1.2. Reward surbodinates for high perfomance and goal attainment with the outcomes they desire
8.2.1.3. Clarify the paths to goal attainment for subordinates,remove any obstacles to high perfomance & express confidence in their capabilities
8.2.2. 4 Kinds of Leadership
8.2.2.1. Directive behaviors
8.2.2.2. Supportive behaviors
8.2.2.3. Participative behaviors
8.2.2.4. Achievement-oriented behaviors
9. Transformational Leadership
9.1. 3 Important Ways
9.1.1. Transformational managers make their subordinates aware of their own needs
9.1.1.1. Leadership Substitue
9.2. The Leader Substitue Model
9.3. Being a Characteristic Leader
9.3.1. -excited and enthusiastic about their vision and clearly communicate their subordinates
9.4. Enganging in Development Consideration
9.4.1. -manager supports and encourages subordinates by giving oppurtunities to grow and excel the job
9.5. Stimulating Subordinates Intellectually
9.5.1. -leads subordinates to view problems as challenges
9.5.2. Transformational managers make subordinates aware of how important their jobs are for the organization and to perform the best to achive the goals