Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

11

1,329 views

Published on

Published in: Business, Technology
  • Be the first to comment

11

  1. 1. LEADERSHIPChapter 11
  2. 2. WHAT ARE THE FOUNDATIONS OF EFFECTIVELEADERSHIP? Leadership – the process of inspiring others to work hard to accomplish important tasks Leadership is one of the four functions of management Leaders use position power to achieve influence Power – ability to let someone else do something you want done
  3. 3.  Reward power – achieves influence by offering something of value Coercive power – achieves influence by of punishment Legitimate power – achieves influence by formal authority
  4. 4.  Leaders use personal power to achieve influence Expert power – achieves influence by expertise Referent power – achieves influence by personal identification
  5. 5.  Leaders bring vision to leadership situations Vision – clear sense of future Visionary leadership – brings the situation a clear sense of the future and understanding to get there Leaders display different traits in the quest for leadership effectiveness Leaders display different styles in the quest for leadership effectiveness
  6. 6.  Leadership style – recurring pattern of behaviors exhibited by a leader Autocratic leader – acts in unilateral command – and – control fashion Human relations – leader emphasizes people over task Democratic leader – encourages participation with an emphasis on task and people Laissez-faire leader – disengaged, showing low task and people concerns
  7. 7. WHAT CAN WE LEARN FROM CONTINGENCYLEADERSHIP THEORIES? Contingency leadership perspective – suggests that what is successful as a leadership style varies according to the situation and the people involved Feidler’s contingency model matches leadership styles with situational differences
  8. 8.  The Hersey-Blanchard situational relationship model matches leadership styles with the maturity of followers
  9. 9.  House’s path-goal theory matches leadership styles with task and follower characteristics Substitutes for leadership – factors in work setting that direct work efforts without the involvement of a leader
  10. 10.  Leader-member exchange theory describes how leaders treat in-group and out-group followers
  11. 11.  The Vroom-Jago model describes a leader’s choice of alternative decision making methods
  12. 12. WHAT ARE CURRENT ISSUES AND DIRECTIONS INLEADERSHIP DEVELOPMENT? Transformational leadership inspires enthusiasm and great performance Charismatic leader – develops special leader-follower relationship and inspires followers in extraordinary ways Transactional leadership – directs efforts of others through tasks, rewards and structures Transformational leadership – inspirational and arouses extraordinary effort and performance
  13. 13.  Emotionally intelligent leaders handle emotions and relationships well Emotional Intelligence (EI) – ability to manage our emotions in leadership and social relationships
  14. 14.  Interactive leadership emphasizes communication, listening and participation Gender similarities hypothesis – males and females have similar psychological make-ups Interactive leadership - strong on communicating, participation, and dealing with problems by teamwork
  15. 15.  Moral leadership builds trust from a foundation of personal integrity Moral leadership – has integrity and appears to others as “good” and “right” according to ethical standards Integrity in leadership is honesty, credibility and consistency in putting values into action Servant leadership is follower-centered and empowering
  16. 16.  Servant leadership – means serving others and helping them use their talents to help organizations best serve community Empowerment – gives people job freedom and power to influence affairs in the organization

×