Lec10 chp16

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Lec10 chp16

  1. 1. Leadership CHAPTER 16 0
  2. 2. <ul><li>Define leadership and explain its importance for organizations. </li></ul><ul><li>Describe how leadership is changing in today’s organizations. </li></ul><ul><li>Identify personal characteristics associated with effective leaders. </li></ul><ul><li>Define task-oriented behavior and people-oriented behavior and explain how these categories are used to evaluate and adapt leadership style. </li></ul><ul><li>Describe Hershey and Blanchard's situational theory and its application to subordinate participation. </li></ul><ul><li>Discuss how leadership fits the organizational situation and how organizational characteristics can substitute for leadership behaviors. </li></ul><ul><li>Describe transformational leadership and when it should be used. </li></ul><ul><li>Explain how followership is related to effective leadership. </li></ul><ul><li>Identify sources of leader power and the tactics leaders use to influence others. </li></ul><ul><li>Explain servant leadership and moral leadership and their importance in contemporary organizations. </li></ul> Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0 Learning Outcomes
  3. 3. What’s Your Personal Style? <ul><li>Some of the most attitudes and behaviors in an organization are those of its leaders </li></ul><ul><li>There are many variations to leadership </li></ul><ul><li>Ideas about leadership change over time </li></ul><ul><li>Leadership depends on organization and situation </li></ul><ul><li>Leadership is one of the most widely researched and discussed topics </li></ul> Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0
  4. 4. The Nature of Leadership <ul><li>An organization is only as good as its leadership </li></ul><ul><li>There are three key variables to leadership: </li></ul><ul><ul><ul><li>People </li></ul></ul></ul><ul><ul><ul><li>Influence </li></ul></ul></ul><ul><ul><ul><li>Goals </li></ul></ul></ul> Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0
  5. 5. Contemporary Leadership <ul><li>Leadership evolves with time… </li></ul><ul><li>Level 5 Leadership </li></ul><ul><ul><li>Defined in book Good to Great </li></ul></ul><ul><ul><li>Complete lack of ego </li></ul></ul><ul><ul><li>Focus on organization & results </li></ul></ul><ul><li>Interactive Leadership </li></ul><ul><ul><li>Minimizing personal ambition and developing others </li></ul></ul><ul><ul><li>Favors consensual and collaborative processes </li></ul></ul><ul><ul><li>Grew from observation of male vs. female leaders </li></ul></ul> Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0
  6. 6. The Level 5 Leadership Hierarchy  Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0
  7. 7. From Management to Leadership <ul><li>Good management is essential </li></ul><ul><li>Leadership is required </li></ul><ul><li>Distinct qualities </li></ul> Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. Leadership cannot replace management, it should be in addition to management 0
  8. 8. Personal Characteristics of Leaders  Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0
  9. 9. Behavioral Approaches to Leadership <ul><li>Ohio State Studies </li></ul><ul><ul><li>Consideration: people-oriented behavior </li></ul></ul><ul><ul><li>Initiating structure: task-behavior that directs work activities </li></ul></ul><ul><li>Michigan Studies </li></ul><ul><ul><li>Employee-centered leaders: focused on subordinates human needs </li></ul></ul><ul><ul><li>Job-centered leaders: meeting schedules, keeping costs low and achieving productivity </li></ul></ul><ul><li>The Leadership Grid </li></ul><ul><ul><li>Built on both Ohio State and Michigan Studies </li></ul></ul><ul><ul><li>Two-dimensional grid w/ five major management styles </li></ul></ul> Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0
  10. 10. The Leadership Grid  Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0
  11. 11. Contingency Approaches <ul><li>Hersey and Blanchard’s Situational Theory </li></ul><ul><ul><li>Characteristics of followers and determining appropriate leadership behavior </li></ul></ul><ul><ul><li>Adopt one of four leadership styles </li></ul></ul><ul><li>Fiedler’s Contingency Theory </li></ul><ul><ul><li>Apply leader’s style to organizational situation </li></ul></ul><ul><ul><li>Is situation favorable on unfavorable to the leader’s style </li></ul></ul> Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0
  12. 12. Situational Theory: Hersey & Blanchard  Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0
  13. 13. How Leader Style Fits the Situation  Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0
  14. 14. Substitutes and Neutralizers for Leadership  Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0
  15. 15. Charismatic Leadership <ul><li>Leadership can inspire and motivate people </li></ul><ul><li>Charismatic Leaders </li></ul><ul><ul><li>Lofty visions </li></ul></ul><ul><ul><li>Ability to understand and empathize </li></ul></ul><ul><ul><li>Empowering and trusting subordinates </li></ul></ul><ul><li>Charismatic leaders are less predictable and create an environment of change </li></ul> Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0
  16. 16. Transformational vs. Transactional Leadership <ul><li>Transformational leaders drive innovation and change </li></ul><ul><ul><li>Recognize needs of followers </li></ul></ul><ul><ul><li>Inspire others to believe in themselves </li></ul></ul><ul><li>Different than transactional leadership </li></ul><ul><ul><li>Initiate structure, provide rewards </li></ul></ul><ul><ul><li>Excel in management functions </li></ul></ul><ul><li>Transformational leaders have positive impact on followers </li></ul> Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0
  17. 17. Followership <ul><li>Leaders can develop understanding of followers </li></ul><ul><li>Good followers have leadership traits </li></ul><ul><li>Effective followers are independent, critical thinkers </li></ul> Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0
  18. 18. Power <ul><li>Position Power </li></ul><ul><ul><li>Legitimate Power: formal position </li></ul></ul><ul><ul><li>Reward Power: authority to reward others </li></ul></ul><ul><ul><li>Coercive Power: authority to punish or recommend </li></ul></ul><ul><li>Personal Power </li></ul><ul><ul><li>Expert Power: knowledge and skills </li></ul></ul><ul><ul><li>Referent Power: personal characteristics </li></ul></ul><ul><li>Other Source of Power </li></ul><ul><ul><li>Personal Effort: initiative </li></ul></ul><ul><ul><li>Network of Relationships: cultivated people resources </li></ul></ul><ul><ul><li>Information: access to information </li></ul></ul> Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. Power and influence are not the same. 0
  19. 19. Interpersonal Influence Tactics <ul><li>Use rational persuasion </li></ul><ul><li>Make people like you </li></ul><ul><li>Rely on the rule of reciprocity </li></ul><ul><li>Develop allies </li></ul><ul><li>Ask for what you want </li></ul><ul><li>Make use of higher authority </li></ul><ul><li>Reward the behaviors you want </li></ul> Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0
  20. 20. Leadership as Servant <ul><li>Servant Leadership </li></ul><ul><ul><li>Leaders who transcend self-interest to serve others in the organization </li></ul></ul><ul><ul><li>Servant leaders give away their power, information, ideas, recognition </li></ul></ul><ul><li>Moral Leadership </li></ul><ul><ul><li>Business is about values, not just economic performance </li></ul></ul><ul><ul><li>Focus on right from wrong and choosing to do the right thing </li></ul></ul> Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. Servant Leadership Moral Leadership 0

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