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MODULE 16 LEADERSHIP ,[object Object],[object Object],[object Object]
LEADERSHIP   Foundations For Effective Leadership MODULE GUIDE 16.1  ,[object Object],[object Object],[object Object],[object Object],[object Object]
LEADERSHIP   Foundations For Effective Leadership ,[object Object]
LEADERSHIP   Foundations For Effective Leadership ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
LEADERSHIP   Foundations For Effective Leadership ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
FOUNDATIONS FOR EFFECTIVE LEADERSHIP Leadership Styles  ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
FOUNDATIONS FOR EFFECTIVE LEADERSHIP Leadership Styles  ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
FOUNDATIONS FOR EFFECTIVE LEADERSHIP Leadership Styles  ,[object Object],[object Object]
FOUNDATIONS FOR EFFECTIVE LEADERSHIP Leadership Styles Fiedler believes that leadership success requires the right style–situation match. He classifies leadership styles as either task-motivated or relationship motivated, and views them as strongly rooted in our individual personalities. He describes situations according to the leader’s position power, quality of leader–member relations, and amount of task structure. In situations that are most favorable and unfavorable for leaders, his research shows the task-motivated style as a best fit. In more intermediate situations, the relationship-motivated style provides the best fit.
FOUNDATIONS FOR EFFECTIVE LEADERSHIP Leadership Styles  ,[object Object],[object Object],House’s Four Path-Goal Leadership Styles  1. “Directive leader” lets others know what is expected; gives  directions, maintains standards.  2. “Supportive leader” makes work more pleasant; treats  others as equals, acts friendly, shows concern.  3. “Achievement-oriented leader” sets challenging goals;  expects high performance, shows confidence.  4. “Participative leader” involves others in decision making;  asks for and uses suggestions.
LEADERSHIP Trends In Leadership Development MODULE 16.2 ,[object Object],[object Object],[object Object],[object Object],[object Object]
LEADERSHIP Trends In Leadership Development ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
LEADERSHIP Trends In Leadership Development MODULE 16.2 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
LEADERSHIP Trends In Leadership Development ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
LEADERSHIP Trends In Leadership Development ,[object Object],[object Object],[object Object],[object Object]
LEADERSHIP Trends In Leadership Development ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
MORE DRUCKER ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
LEADERSHIP Trends In Leadership Development ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

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Ch16 Leadership

  • 1.
  • 2.
  • 3.
  • 4.
  • 5.
  • 6.
  • 7.
  • 8.
  • 9. FOUNDATIONS FOR EFFECTIVE LEADERSHIP Leadership Styles Fiedler believes that leadership success requires the right style–situation match. He classifies leadership styles as either task-motivated or relationship motivated, and views them as strongly rooted in our individual personalities. He describes situations according to the leader’s position power, quality of leader–member relations, and amount of task structure. In situations that are most favorable and unfavorable for leaders, his research shows the task-motivated style as a best fit. In more intermediate situations, the relationship-motivated style provides the best fit.
  • 10.
  • 11.
  • 12.
  • 13.
  • 14.
  • 15.
  • 16.
  • 17.
  • 18.

Editor's Notes

  1. We will see that leadership and management, although not the same, have a lot in common.
  2. Leadership traits and styles are a lot like effective manager’s traits and styles. However manager’s tend to rely more on position power.
  3. It is true that leadership is one of the 4 functions of management but that does not mean that all managers are effective leaders.
  4. Reward power and Coercive power, the authority to reward and punish, are a part of legitimate power.
  5. Position power should be used sparingly. Personal power, though more difficult to obtain, is more effective in the long term.
  6. A manager that is low on risks and people is unlikely to do much for the organization.
  7. Of course, not all effective leaders have all these traits but, then again, the more of these traits a leader has, the more effective he/she is likely to be.
  8. Fiedler not only believed but conducted studies to show that effective leadership style is situational. His Task-motivated leader would be similar to the classical/mechanistic style of management while his Relationship-motivated style would be similar to the humanistic/organic management style.
  9. In the end, Fiddler's Contingency Theory can be summed up as “When it comes to the most effective leadership style, it all depends on the situation.”
  10. Each person has different professional and personal needs. An effective leader needs to recognize this and to adjust his style depending on the situation and the individual that he/she is leading.
  11. Just as there are many types of management, there are many types of leaders.
  12. By this data, workers do not have a very high opinion of their managers / leaders and its true. Employee confidence in management has been steadily decreasing for more than a decade.
  13. Transactional leaders are generally good at short term crisis or stable situations. Transformational leaders tend to build long term effective organizations.
  14. Notice the similarity between effective managers and transformational leaders.
  15. Emotional intelligence is thought by some to be more important IQ.
  16. Peter Drucker also had good old fashion common sense.
  17. These statements cover the essence of what management is supposed to be.
  18. Given the corporate fraud of recent years, it is obvious that some very large corporations have not followed these trends.