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Chapter 10 : Leadership In Organisational Settings image - Coggle Diagram
Chapter 10 : Leadership In Organisational Settings 
10.1 : Define Leadership & Shared Leadership
Defination : Leadership is about influencing, motivating and enabling others to contribute to the effectiveness and success of the organisation of which there are members
10.2 Main Competencies Of Effective Leaders & TheLimitation Of The Competencies
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Leadership Motivation : The leader need to socialize power to accomplish team and organization goals
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Self Concept : The leader self bielive and positive self evaluation about his/her own leadership skills and ability to achive objectives
Cognitive & Practical Inteligents : The Leader above average cognitive ability to procces information and to solve real word problem
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10.3 :Element Of Path-Goal Theory , Fiedler's Contingency Model & Leadership Subtitutes
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Leadership Subtitute : A theory identifying contigency that either limit a leader's ability to influence subordinate or make a particular leadership style unnecessary
Fiedler Contingency Model : An early contigency leadership model develop by Fred Fiedler that suggest leader effectiveness depends wheather the person natural leadership style is appropriately matched to the situation
Situational Leadership Model (Hersey & Blanchard's Model)
a). suggests that effective leaders vary their style with the 'readiness' of followers
b). identifies 4 leadership styles such as Telling, Selling, Participating and Delegating
10.4 :Four Element Of Transformastional Leadership & Distinguish This Theory From Transactional And Charismatic Leadership
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10.5 :Implicit Leadership Perspective
A theory stating that people evaluate a leader effectiveness in terms of how well that person fits preconceived belief's about the features and behaviors of effective leader
10.6 : Ethical Leadership
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10.7 : Similiarities & Differences Between The Leadership Style Of Women And Men
With respect to gender, studies in field settings ahve generally found that male and female leaders do not differ in their levels of task oriented or people oreinted leadership.