Chap15
Upcoming SlideShare
Loading in...5
×

Like this? Share it with your network

Share

Chap15

  • 675 views
Uploaded on

 

More in: Business
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
No Downloads

Views

Total Views
675
On Slideshare
675
From Embeds
0
Number of Embeds
0

Actions

Shares
Downloads
36
Comments
0
Likes
1

Embeds 0

No embeds

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
    No notes for slide

Transcript

  • 1. © Prentice Hall, 2005 1-1
  • 2. Objectives 1. A working definition of leadership 2. An understanding of the relationship between leading and managing 3. An appreciation for the trait and situational approaches to leadership 4. Insights into using leadership theories that emphasize decisionmaking situations 5. Insights into using leadership theories that emphasize more general organizational situations 6. An understanding of alternatives to leader flexibility 7. An appreciation of emerging leadership styles and leadership issues of today© Prentice Hall, 2005 1-2
  • 3. Defining Leadership Leader Versus Manager Managing Broader in scope Focuses on nonbehavioral issues Leading Emphasizes behavioral issues© Prentice Hall, 2005 1-3
  • 4. Defining Leadership© Prentice Hall, 2005 1-4
  • 5. The Trait Approach to Leadership Successful leaders tend to possess: 1. Intelligence, including judgment and verbal ability 2. Past achievement in scholarship and athletics 3. Emotional maturity and stability 4. Dependability, persistence, and a drive for continuing achievement 5. The skill to participate socially and adapt to various groups 6. A desire for status and socioeconomic position© Prentice Hall, 2005 1-5
  • 6. The Situational Approach to Leadership: A Focus on Leader Behavior Leadership Situations and Decisions The Tannenbaum and Schmidt Leadership Continuum The manager: 1. Makes the decision and announces it 2. “Sells” the decision 3. Presents ideas and invites questions 4. Presents a tentative decision that is subject to change 5. Presents the problem, gets suggestions, and then makes the decision 6. Defines the limits and asks the group to make a decision 7. Permits the group to make decisions within prescribed limits© Prentice Hall, 2005 1-6
  • 7. The Situational Approach to Leadership: A Focus on Leader Behavior© Prentice Hall, 2005 1-7
  • 8. The Situational Approach to Leadership: A Focus on Leader Behavior Leadership Situations and Decisions (continued) Determining How to Make Decisions as a Leader 1. Forces in the Manager  Manager’s values  Level of confidence in subordinates  Personal leadership strengths  Tolerance for ambiguity© Prentice Hall, 2005 1-8
  • 9. The Situational Approach to Leadership: A Focus on Leader Behavior Leadership Situations and Decisions (continued) Determining How to Make Decisions as a Leader (continued) 2. Forces in Subordinates  They have a relatively high need for independence  They have a readiness to assume responsibility for decision making  They have a relatively high tolerance for ambiguity  They are interested in the problem and believe it is important to solve it  They understand and identify with the organization’s goals.  They have necessary knowledge and experience to deal with problem  They have learned to expect to share in decision making© Prentice Hall, 2005 1-9
  • 10. The Situational Approach to Leadership: A Focus on Leader Behavior Leadership Situations and Decisions (continued) Determining How to Make Decisions as a Leader (continued) 3. Forces in the Situation  Type of organization in which the leader works  Effectiveness of a group  Problem to be solved  Time available to make a decision© Prentice Hall, 2005 1 - 10
  • 11. The Situational Approach to Leadership: A Focus on Leader Behavior Leadership Situations and Decisions (continued) Determining How to Make Decisions as a Leader: An Update The Vroom-Yetton-Jago Model 1. Organizational decisions should be of high quality 2. Subordinates should accept and be committed decisions  Decision Styles  Using the Model© Prentice Hall, 2005 1 - 11
  • 12. The Situational Approach to Leadership: A Focus on Leader Behavior© Prentice Hall, 2005 1 - 12
  • 13. The Situational Approach to Leadership: A Focus on Leader Behavior© Prentice Hall, 2005 1 - 13
  • 14. The Situational Approach to Leadership: A Focus on Leader Behavior Leadership Behaviors The OSU Studies  Structure behavior  Consideration behavior  Leadership Style The Michigan Studies  Job-Centered Behavior  Employee-Centered Behavior© Prentice Hall, 2005 1 - 14
  • 15. The Situational Approach to Leadership: A Focus on Leader Behavior© Prentice Hall, 2005 1 - 15
  • 16. The Situational Approach to Leadership: A Focus on Leader Behavior Leadership Behaviors (continued) Effectiveness of Various Leadership Styles  Comparing Styles The Hersey–Blanchard Life Cycle Theory of Leadership  Maturity  The Life Cycle Model  Exceptions to the Model  Applying Life Cycle Theory© Prentice Hall, 2005 1 - 16
  • 17. The Situational Approach to Leadership: A Focus on Leader Behavior© Prentice Hall, 2005 1 - 17
  • 18. The Situational Approach to Leadership: A Focus on Leader Behavior Leadership Behaviors (continued) Fiedler’s Contingency Theory  Changing the Organization to Fit the Leader  Leader–member relations  Task structure  Position power Actions to modify the leadership situation: 1. Change the individual’s task assignment 2. Change the leader’s position power 3. Change the leader–member relations in this group© Prentice Hall, 2005 1 - 18
  • 19. The Situational Approach to Leadership: A Focus on Leader Behavior© Prentice Hall, 2005 1 - 19
  • 20. The Situational Approach to Leadership: A Focus on Leader Behavior© Prentice Hall, 2005 1 - 20
  • 21. The Situational Approach to Leadership: A Focus on Leader Behavior Leadership Behaviors (continued) The Path–Goal Theory of Leadership  Leadership Behavior 1. Directive behavior 2. Supportive behavior 3. Participative behavior 4. Achievement behavior  Adapting Behavior to Situations© Prentice Hall, 2005 1 - 21
  • 22. Leadership Today© Prentice Hall, 2005 1 - 22
  • 23. Leadership Today Transformational Leadership The Tasks of Transformational Leaders Coaching Coaching Behavior  Listens closely  Gives emotional support  Shows by example what constitutes appropriate behavior Superleadership Leading by showing others how to lead themselves© Prentice Hall, 2005 1 - 23
  • 24. Leadership Today© Prentice Hall, 2005 1 - 24
  • 25. Leadership Today Servant Leadership Servant leaders are . . . . . . good listeners. . . . persuasive. . . . aware of their surroundings. . . . empathetic. . . . stewards. Entrepreneurial Leadership Leader is self-employed© Prentice Hall, 2005 1 - 25
  • 26. Leadership Today© Prentice Hall, 2005 1 - 26
  • 27. Questions© Prentice Hall, 2005 1 - 27