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Ch15
 

Ch15

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    Ch15 Ch15 Presentation Transcript

    • Chapter 15 Dynamics of Leadership© SB InstitutE
    • 15.1 Learning ObjectivesAfter reading this chapter, you should be able to: State the types of power and their use by leaders Describe the personal traits associated with effective leaders Explain the behaviors of effective and ineffective leaders Identify contingencies that may be important to the effectiveness of a leader State the key characteristics of transformational leaders Describe how organizations develop leaders© SB InstitutE
    • 15.2 Consequences of Using 5 Types of PowerType of power used by leader Most likely response from followers Expert Commitment Referent Reward Compliance Legitimate Coercive Resistance© SB InstitutE Adapted from Figure 15.1
    • 15.3 Emotional Intelligence Traits Self-monitoring • The ability to see the impact one has on people and to adapt Confidence • The ability to recognize and appreciate one’s own strengths and those of others Self-control • The ability to rein in one’s ego and desire for personal dominance Genuineness • The ability to respect, and project, one’s authority Empathy • The ability to understand, and work with, the needs and motivations of others Ownership • The ability to accept responsibility for one’s actions and their consequences© SB InstitutE
    • 15.4 Comparison of Theory X and Y Assumptions X Y The typical employee dislikes People like to work work and will avoid it if Employees who are committed possible to the company’s objective will Employees want direction exercise self-control whenever possible Employees learn to accept and Managers must coerce even seek responsibility at work employees to get them to work© SB InstitutE
    • 15.5 The Managerial Grid Model High (1,9) (9,9) C 9 o Country club style Team style n 8 c e 7 r n 6 f (5,5) o 5 r Middle-of-the-road style 4 p e 3 o p Produce or 2 Impoverished style perish style l Source: R. R. Blake, J. S. Mouton, and e (1,1) (9,1) L. E. Greiner. Breakthrough in 1 organization development. Harvard Low Business Review. November-December 1964 Low High Concern for production© SB InstitutE Adapted from Figure 15.2
    • 15.6 Hersey and Blanchard’s Situational Leadership Model SITUATIONAL LEADERSHIP Leader Behaviors High High High Task NG Relationship and Relationship Behavior SE (Supportive Behavior) TI and LL High OR ING Low Task Relationship PP SU S3 S2 Source: Hersey, P., and Blanchard, K.H. S4 S1 Management of G Organizational T IN Behavior: Utilizing GA Low High Task Human Resources, 6th TE LE ed. Englewood Cliffs, LL Relationship and N N.J.: Prentice-Hall, E I G D and 1993. Used by Low permission from Low Task Relationship Ronald Campbell, Low President, Leadership Low High Studies, Escondido, California, Task Behavior 1995. (Directive Behavior) Immature Immature Mature High Moderate Low R4 R3 R2 R1© SB InstitutE Follower Readiness Adapted from Figure 15.3
    • 15.7 Vroom-Jago Time-Driven Leadership Model Contingency Variables Leadership Styles Decision significance Decide style Importance of commitment Consult individually style Leader expertise Consult team style Likelihood of commitment Facilitate style Team support Delegate style Team expertise Team competence© SB InstitutE
    • 15.8 Common Characteristics of Transformational Leaders Visionary Confident Inspirational Transformational Leaders Trustworthy Thoughtful Considerate© SB InstitutE Adapted from Figure 15.4
    • 15.9 Leadership Development On-the-Job Learning Assessment and Training Coaching and Mentoring© SB InstitutE