Chapter 12 Learning Objectives: Leadership

After reading this chapter, you should be able to answer these questions:

What is the nature of leadership and the leadership process?
What are the processes associated with people coming to leadership positions?
How do leaders influence and move their followers to action?
What are the trait perspectives on leadership?
What are the behavioral perspectives on leadership?
What are the situational perspectives on leadership?
What does the concept “substitute for leadership” mean?
What are the characteristics of transactional, transformational, and charismatic leadership?
How do different approaches and styles of leadership impact what is needed now?

Chapter 13 Learning Objectives: Organizational Power and Politics

After reading this chapter, you should be able to answer these questions:

How do power bases work in organizational life?
How do you recognize and account for the exercise of counterpower and make appropriate use of strategic contingencies in interunit or interorganizational relations?
How do managers cope effectively with organizational politics?
How do you recognize and limit inappropriate or unethical political behavior where it occurs?

Chapter 14 Learning Objectives: Conflict and Negotiations

After reading this chapter, you should be able to answer these questions:

How do you recognize and resolve short- and long-term conflicts among group members and among groups?
How does conflict arise in organizations?
When and how do you negotiate, and how do you achieve a mutually advantageous agreement?
How do you recognize and respond to cultural differences in negotiation and bargaining strategies?