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Mngt103 Report

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Mngt103 Report

  1. 1. “Leadership is the process of influencingCHAPTER OBJECTIVES and supporting others to workTO UNDERSTAND: enthusiastica lly toward achieving•The Nature of Leadership and Followership objectives.”•The Difference between Traits and Behaviors - John C.•Different Leadership Styles Maxwell•Early Approaches T Leadership•Substitutes for Leadership•Self-Leadership and Superleadership•Coaching as a Leadership Role
  2. 2. “A greatleaderscourage tofulfill hisvision comesfrompassion, notposition.”- John CMaxwell
  3. 3. “If your actions inspire others toLeadership is the process of dream more,influencing and supporting learn more, do more andothers to work enthusiastically becometoward achieving objectives. more, you are a leader.”The three important elements - John Quincyin the definition are influence/ Adamssupport, voluntary effort andgoal achievementLeadership then is the catalystthat transforms potential intoreality
  4. 4. “Management ManageMent and is doing things right; leadership is Leadership doing the right things.” Leadership is an important of management, but it is not the whole story The primary role of a leader s to - Peter F. influence others to voluntarily seek defined objectives Drucker Managers also plan activities organize appropriate structures and control resources Managers LeadersManagers holds formal positions Anyone can use his or her informal influence while acting as a leaderManagers achieve results by directing the Leaders create a vision and inspire othersactivities of others to achieve this vision and to strech themselves beyond their normal capabilities.
  5. 5. traits of effective LeadersCognitive And Physical PersonalityPsychological Characteristics CharacteristicsFactorsIntelligence Height Extroverts Or IntrovertsAmbition Body size And Thinker Or Shape FeelersAgressiveness Personal Sensers Or Attractiveness Intuitors Judges Or Perceivers
  6. 6. “Leadership consists not in degrees of technique but in traits of character; it requires • Cognitive (Analytical) moral rather Ability than athletic• High Level of Personal orDrive intellectual effort, and it • Business Knowledge imposes on both leader and follower• Desire To Lead alike the • Charisma burdens of self- restraint.”• Pesonal Integrity • Creativity -Lewis H. Lapham• Self Confidence • Flexibility • Personal Effectivity (Warmth)
  7. 7. Leadership Behavior “A leader is one who knows theMuch research has focused on identifying leadership way, goesbehaviors. In this view, successful leadership depends on the way, and shows theappropriate behavior, skills, and actions and less on way.”personal traits. - John c. Maxwell
  8. 8. "The person who exhibits leadershipTechnical Skills is ...Refers to person’s knowledge of and ability in any type of someone that makes thingsprocess or technique. happen that would not happenHuman Skill otherwise."Human Skill is the abbility to work effectively with people -(A.D.and to build teamwork Edwards and D. Jones)Conceptual SkillConceptual Skill is the ability to thnk in terms of modelsframeworks and broad relationships, such as long-rangeplans
  9. 9. “Confront them with annihilation, and they will then survive; plunge them situationaL aspects into a deadly situation, and they will then live. When peopleSuccessful Leadership requires behaviors that unites fall into danger, theyand stimulates followers toward defined objectives are then ablein specific situations. to strive for victory.” - Sun TzuVarables that affect oneanother in determiningappropriate leadership behavior.•Leader•Follower•Situation
  10. 10. “Innovation foLLowership distinguishes between a leader and a follower.”With few exceptions, leaders in an - Steve Jobsorganizations are also followers.Followership behaviors include•Not competing with the leader to be in the limelight•Being loyaly and supportive a team player•Not being a “yes person” who atomatically agrees•Acting as a devil’s advocate by raising penetratingquestions•Constructively confronting the leader’s ideas, valuesand actions•Anticipating potential problems and preventing them
  11. 11. positive and negativeLeadersPositive Leadership – The approach emphasizes rewards –Economic or otherwise.Negative Leadership – Emphasis is placed on penalties
  12. 12. autocratic, consuLtative,and participative LeadersAutocratic leadersCentralize power and decision making in themselves Consultative leadersApproach one or more employees and ask them for inputs prior tomaking a decision. Participative leadersClearly decentralize autority. They use inputs from followers andparticpation by them
  13. 13. Leader use of considerationand structureConsiderate – Concerned about the human needs of theiremployees.Structured – Task - oriented leaders, on the other handbelieve that they get results by keeping people constantlybusy, Ignoring personal issues and emotions, and urging themto produce.
  14. 14. BLake and Mouton’sManageriaL grid- Robert R. Blake- Jane S. Mouton
  15. 15. C o n t in g e n c yA p p ro a c he s toL e a d e r s h i p S h t yel ea c t o r s T es f w ill in d ic a t e w h ic h s t y le s h o u ld b e m o r e e f f e c t iv e .
  16. 16. B e c o m in g t h e R e n a is s a n c e O ne ke y s A c cm s n i sf a r aotri v i n ud e is tct etho s e P raodfm i n is tir a ni a el es s o t vp r o f e s s io n a ls a t t h e t o p r u n g s o ft h e c a r e e r le a d e r is t h e ir a b ilit yt o a d d v a lu e b e y o n d t h e ir r o le int h e c o m p a n y lik e L e o n a r d o d aV in c i, t h e s e s k ills t h a t p r o v id es o lu t io n s fo r p r o b le m s fro ms e e m in g ly u n r e la t e d s it u a t io n s . B y M a r ie H e r m a n O f f ic e P r o J u n e /J u l y 2 0 0 7 v o l 6 7 /n o 5
  17. 17. F ie d le r ’ s C o n t in g e n c y Model An e a r ly , but o fte nc o n t r o v e r s ia l, c o n t in g e n c y m o d e lo f le a d e r s h ip . T h is m o d e l b u ild supon the p r e v io u s d is t in c t io nb e tw e e n ta s k a nd e m p lo y e eo r ie n t a t io n a n d s u g g e s t t h a t t h emos t a p p r o p r ia t e le a d e r s h ips t y le d e p e n d s o n w he the r theo v e r a ll s it u a t io n is f a v o r a b le ,u n f a v o r a b le , or in anin t e r m e d ia t e s t a g e o f f a v o r a b ilit yt o t h e le a d e r .
  18. 18. F ie d le r le a d e r ’ s w it h t h r e e a d d it io n a l L e a d e r M e m b e rv a r il a tbo e s . Re i ln sA r e d e t e r m in e d b y t h e m a n n e r inw h ic h t h e le a d e r is a c c e p t e d b ythe g ro up .
  19. 19. F ie d le r le a d e r ’ s w it h t h r e e a d d it io n a l T a s k S t r u c t u r e . R e f rei c tb l ehs va l a s t ed e g r e e t o w h ic h o n e s p e c if ic w a yis r e q u ir e d t o d o t h e jo b .
  20. 20. F ie d le r le a d e r ’ s w it h t h r e e a d d it io n a l L e a d e r P o s i t i oa r iP o w e r . v n ablesD e s c r ib e s the o r g a n iz a t io n a lp o w e r t h a t g o e s w it h t h e p o s it io nt h e le a d e r o c c u p ie s .
  21. 21. H e r s e y a n d B la n c h a r d ’ s S it u a t io n a l L e a d e r s h ip Ma na g e rs M sos d e sl a esd e v e lo p m e n t le v e l b y e x a m in in gan e m p lo y e e ’ s le v e l of jo bk n o w le d g e , s k ill, a n d a b ilit y , a sw e ll as w illin g n e s s to ta k er e s p o n s ib ilit y a n d c a p a c it y t o a c tin d e p e n d e n t ly .
  22. 22. P a th G o a l M o d e l o f L e a d e r s h ip Le a de r’ s jo b is to us es truc ture , s up p o rt, a nd re w a rd st o c r e a t e a w o r k e n v ir o n m e n tt h a t h e lp s e m p lo y e e s r e a c h t h eo r g a n iz a t io n s g o a ls .
  23. 23. Goal S e t t in g P r o v id e s m e a s u r e o f h o w w e llin d iv id u a ls a nd g roups a rem e e t in g p e r f o r m a n c e s t a n d a r d s
  24. 24. P a th Im p r o v e m e n tT w o K in d s o f S u p p o r t :Ta s k S up p o rt. A s s e m b le there s o urc e s , b ud g e ts , p o w e r, a ndo t h e r e le m e n t s t h a t a r e e s s e n t ia lt o g e t t h e jo b d o n e .
  25. 25. P a th Im p r o v e m e n tT w o K in d s o f S u p p o r t :P s y c h o lo g ic a l S u p p o rt.L e a d e r s m u s t s t im u la t e p e o p let o w a n t t o d o t h e jo b .
  26. 26. L e a d e r s h ip S t y le s L e a d e r ’ s r o le s a r e t o h e lpe m p lo y e e s u nd e rs ta nd w ha tne e d s to b e d o ne a nd ho w to d oit .
  27. 27. P a th G o a l M o d e l Id e n t it ie s f o u r D ir e c t iv e L e A d tee s n ia .t i vT hs a l rrh p e ele a d e r f o c u s e s o n c le a r ta s ka s s ig n m e n t s , s ta nd a rd s ofs u c c e s s fu l p e rfo rm a n c e s , a ndw o r k s c h e d u le s .
  28. 28. P a th G o a l M o d e l Id e n t it ie s f o u r S u p p o r t i v e L e al t e r s h i p .i vT hs A derna t e ele a d e r d e m o n s t r a t e s c o n c e r n f o re m p lo y e e s ’ w e ll b e in g a ndn e e d s , w h ile t r y in g t o c r e a t e ap le a s a n t w o r k e n v ir o n m e n t .
  29. 29. P a th G o a l M o d e l Id e n t it ie s A c h i e v e f oeu r A l t e r n a it i n te s m nt Or ev edL e a d e r s h ip . T h e le a d e r s e t s h ig he x p e c t a t io n s fo r e m p lo y e e s ,c o m m u n ic a t e s c o n f id e n c e int h e ir a b ilit y to a c h ie v ec h a lle n g in g g o a ls , a nde n t h u s ia s t ic a lly m o d e ls thed e s ir e d b e h a v io r .
  30. 30. P a th G o a l M o d e l Id e n t it ie s P a r t i c i p f o e rL e a t e r s h i p i vT hs atu A lde r na t. e ele a d e r in v it e s e m p lo y e e s top r o v id e in p u t t o d e c is io n s , a n ds e r io u s ly s eeks to us e t h e irs u g g e s t io n s as f in a l d e c is io n sa re ma de .
  31. 31. C o n t ig e n c y F a c to rs Le a de rs mus t id e n t if yw h e t h e r t h e e m p lo y e e ’ s t a s k isa lr e a d y s truc ture d or no t,w he the r the fo rm a l a u t h o r it ys y s t e m is m o s t c o m p a t ib le w it h ad ir e c t iv e or p a r t ic ip a t iv ea pproa c h, a nd w he the r thee x is t in g w ork g roup a lr e a d yp r o v id e s fo r s a t is f a c t io n ofe m p lo y e e s o c ia l a nd e s te e mne e ds .
  32. 32. T h r e e S ig n if ic a n t V a r ia b le s L o c u s i n oe arc l . E mp l o o e ee e C nt oh Em p ly y s ’a c h ie v e m e n t s a r e t h e p r o d u c t o fh is o r h e r o w n e f f o r t .
  33. 33. T h r e e S ig n if ic a n t V a r ia b le s W i l l i n g n e s e a t oh A cm p p o y t he in s c E ce lt e eIn f lu e n c e of O the rs . D ir e c t iv ea pproa c h w ill be mores u c c e s s f u l; if it is lo w , ap a r t ic ip a t iv e s t y le is morea p p r o p r ia t e .
  34. 34. T h r e e S ig n if ic a n t V a r ia b le s S e l f P ei nc e ia e dh T a mkp l o ylet y . r e vc E s Abi i eE m p lo y e e s w ho ha ve h ig hc o n f id e n c e in t h e ir p o t e n t ia l w illre a c t mos t f a v o r a b ly to as u p p o r t iv e le a d e r .
  35. 35. V r o o m ’ s D e c is io n M a k in g M o d e l T h e y r e c o g n iz e d t h e p r o b le ms o lv in g s o lu t io n s d if f e r , s o t h e yd e v e lo p e d a s t r u c t u r e d a p p r o a c hfo r ma na g e rs to e x a m in e then a t u r e o f t h o s e d if f e r e n c e s a n dt o r e s p o n d a p p r o p r ia t e ly .
  36. 36. P r o b le m A t t r ib u t e s Ma na g e rs a s s e s s a c urre ntd e c is io n s it u a t io n a c c o r d in g t oit s p r o b le m a t t r ib u t e s e s p e c ia llythe p e r c e iv e d im p o r t a n c e oft e c h n ic a l q u a lit y a n d e m p lo y e ea c c e p ta nc e .
  37. 37. L e a d e r s h ip O p t io n s A u t o c r a t ic I. Leaderin d iv id u a lly s o lv e s the p r o b le mu s in g the in f o r m a t io n a lr e a d ya v a ila b le .
  38. 38. L e a d e r s h ip O p t io n s A u t o c r a t ic II. L e a d e r o b t a in sd a t a f r o m s u b o r d in a t e s a n d t h e nd e c id e s .
  39. 39. L e a d e r s h ip O p t io n s C o n s u lt a t iv e I. Leadere x p la in s p r o b le m to in d iv id u a ls u b o r d in a t e s a n d o b t a in s id e a sf r o m e a c h b e f o r e d e c id in g .
  40. 40. L e a d e r s h ip O p t io n s C o n s u lt a t iv e II. L e a d e r m e e t sw it h g r o u p o f s u b o r d in a t e s tos ha re the p r o b le m a n d o b t a inin p u t s , a n d t h e n d e c id e s .
  41. 41. L e a d e r s h ip O p t io n s G roup II. Le a de rs s ha re sp r o b le m w it h g r o u p a n d f a c ilit ie sa d is c u s s io n o f a lt e r n a t iv e s a n da r e a c h in g o f g r o u p a g r e e m e n to n a s o lu t io n .
  42. 42. E m e r g in gA p p ro a c he s toL e a d e r s h ip D if f e r e n t v ie w s o n r e la t io n s h ip tho s e f o c u s in g o n t r a it s , b e h a v io r s a nd c o n t in g e n c y fa c to rs .
  43. 43. G u a r d ia n s a t the G a te T o d a y s m a n a g e r s c o p e w it hin f o r m a t io n o v e r lo a d t h a n d e a lin gw it h une xp e c te d v is it o r s ora n s w e r in g the phone . Le a rns o m e t ip s f o r b e t t e r m a n a g in gt h e in f o r m a t io n f lo w in y o u r a n dy o u r e x e c s o f f ic e . B y J e nny C . Mc C une O f f ic e P r o J a n u a r y /F e b r u a r y 2 0 0 5 v o l 6 5 /n o 1
  44. 44. S u b s t it u t e s a n d E nha nc e rs fo r A le a d e r m a y L e a d l e c k h hp a ls o a rs ti en e c e s s a r y t r a it s , k n o w le d g e , a n ds k ills to f u lf ill tho s e r o le se f f e c t iv e ly o r m a y n o t b e a b le t ob e p r e s e n t a ll t im e s .
  45. 45. N e u t r a liz e r s The s e a re a t t r ib u t e s ofs u b o r d in a t e s of s u b o r d in a t e s ,ta s k s , a nd o r g a n iz a t io n s tha ta c t u a lly in t e r f e r e w it h o r d im in is hthe le a d e r ’ s a tte mp ts toin f lu e n c e t h e e m p lo y e e s .
  46. 46. S u b s t it u t e s f o r L e a d e r s h ip F a c t o r s t h a t m a k e le a d e r s h ipr o le s unne c e s s a ry thro ug hr e p la c in g the m w it h o the rs ourc e s .
  47. 47. E nha nc e rs fo r L e a d e r s h ip E le m e n t s tha t a m p lif y ale a d e r ’ s im p a c t on thee m p lo y e e s .
  48. 48. S e lf Le a de rs R e q u ir e s e m p lo y e e s t o a p p p h i lythe b e h a v io r a l s k ills of s e lfo b s e r v a t io n , s e lf set g o a ls ,ma na g e me nt of c ue s , s e lfr e w a r d , r e h e a r s a l o f a c t iv it ie sp r io r t o p e r f o r m a n c e , a n d s e lfc r it ic is m .
  49. 49. S u p e r le a d e r s h ip C o m m u n ic a t e p o s it iv e s e lfe x p e c t a t io n s to e m p lo y e e s ,re w a rd t h e ir prog re s s to w a rds e lf le a d e r s h ip a n e s s e n t ia l p a r to f t h e u n it ’ s d e s ir e d c u lt u r e .
  50. 50. C o a c h in g L e a d e r p r e p a r e s , g u id e s , a n dd ir e c t s a “ p la y e r ” b u t d o e s n o tp la y in g g a m e .
  51. 51. Mos t Ma na g e rs A d m it C o a c h in g• Im p r o v in g t h e ir in t e r aa t io n c re : s t y le• D e a lin g more e f f e c t iv e ly w it h c ha ng e• D e v e lo p in g t h e ir lis t e n in g a nd s p e a k in g s k ills
  52. 52. O the r Approa c h V i s i o n a r y L e a d e r s . U s e t he sr eic o m m u n ic a t io n s k ills t o m o t iv a t eo t h e r s t o a c h ie v e t h e v is io n .
  53. 53. It’s Over!!!...

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