Dynamics of Leadership

Slides:



Advertisements
Similar presentations
Contingency Approaches
Advertisements

Situational Leadership ® Model Jessica Fields MBA 634: Quality Management – Winter 2007 Dr. Tom Foster Brigham Young University.
Johns Hopkins University School of Professional Studies in Business and Education 2006 Early Leadership Studies 1. Differentiated between leaders and followers.
Leadership Is it important to have good leaders? What makes a good leader? What is the difference between leaders and managers? What types of power do.
LEADERSHIP Chapter 15.
Leadership Theories.
Leadership in Organizations
Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved 1 Chapter 15 Dynamics Of Leadership.
Microsoft® PowerPoint Presentation to Accompany
Contingency Approaches to Leadership
Understanding Management First Canadian Edition Slides prepared by Janice Edwards College of the Rockies Copyright © 2009 Nelson Education Ltd.
Chapter 11 Leadership “The ability to influence people toward the attainment of goals.” 1.
Leaders and Leadership
LEADERSHIP Chapter 12 MGMT 370.
Charismatic Leadership Theory Transformational Theory Gallup Theory
PowerPoint Presentation by Charlie Cook
Leadership &Trust . 1.
Fundamentals of Organizational Communication
 An influential increment over and above mechanical compliance with routine directives of the organization.
Leadership The act of influencing others to act toward the achievement of a goal Process of providing direction, energizing, others, and obtaining commitment.
DOING THINGS RIGHT OR DOING THE RIGHT THING?&WINNING HEARTS&MINDS! Chapter 8&9.
Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 14.1 Views on Leadership & Motivation Often leadership.
Chapter 14 Work Motivation
1212. CHAPTER 12 Leadership Copyright © 1999 Addison Wesley Longman 2 Leadership - Key Terms Leadership: The exercise of influence by one member of a.
PowerPoint Presentation to Accompany Management, 9/e John R. Schermerhorn, Jr. Prepared by: Jim LoPresti University of Colorado, Boulder Published by:
8 th edition Steven P. Robbins Mary Coulter. Page 278Slide 2 Managers Versus Leaders Managers  Are appointed (assigned) to their position.  Can influence.
11 Chapter Leadership and Trust Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall.
Chapter 17: Leadership Creating Effective Organizations.
Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2004 by South-Western, a division of Thomson Learning. All rights reserved. Leadership.
Part 4: Leading PowerPoint Presentation by Charlie Cook Copyright © 2004 Prentice Hall, Inc. All rights reserved. Leadership.
Contingency Approaches
Leadership.
18-1 King Faisal University School of Business Course: Business 1 Lecturer: Asma Alkroud Chapter 7: Leadership.
Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin Chapter 10 Leaders and Leadership.
Chapter Fourteen Power, Influence & Leadership. McGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved. Leadership  Leadership:
Chapter 2 Establishing a Framework for Leadership.
BUSI 321GOLDENCHAPTER 14 LEADERSHIP!  Power  Organizational Sources:  Reward Power  Coercive Power  Legitimate Power  Personal Sources:  Expert.
Leadership Managers Vs Leaders:  Managers are appointed to their positions. Their ability to influence is based on the formal authority inherent in that.
Chapter 14 Leadership Copyright © 2012 Pearson Education Canada Inc.14-1.
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall 18-1 Managers.
Organizational Change and Learning
MANAGING: A COMPETENCY BASED APPROACH 11 th Edition Chapter 15—Dynamics of Leadership Don Hellriegel Susan E. Jackson John W. Slocum, Jr. Prepared by Argie.
Chapter Fourteen Power, Influence, & Leadership: From Becoming a Manager to Becoming a Leader McGraw-Hill/Irwin Copyright © 2013 by The McGraw-Hill Companies,
1 © Pearson Education Australia (a division of Pearson Australia Group Pty Ltd) 2005 Management: Theory and Practice – Chapter 7 Schools of leadership.
11 Leadership Styles Theory X assumes employees dislike work and attempt to avoid it Theory Y assumes employees view work as being natural and employees.
Leadership chapter fourteen Copyright © 2014 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin.
Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Chapter 12 Organizational Behavior: Foundations, Realities, & Challenges.
© The McGraw-Hill Companies, 2005 Management & Organisational Behaviour 2e Chapter 14 Leadership.
WELCOMEWELCOME. what is leadership? “The ability to influence a group toward the achievement of goals” (Stephen P Robbins) “A social influence process.
Leadership 1.  Can Anyone Be a Leader? ◦ Some people don’t have what it takes to be a leader ◦ Some people are more motivated to lead than others  Is.
Chapter 1 Managing in a Dynamic Environment Hellriegel, Jackson, and Slocum MANAGEMENT: A Competency-Based Approach South-Western College Publishing Copyright.
Chapter 9 Leadership Managers versus leaders Trait theories of leadership Behavioral theories of leadership Contingency theories of leadership Contemporary.
Global Leadership of Carlos Ghosn in Nissan
COMPETENCY-BASED MANAGEMENT
Leadership.
Contingency Approaches
The Leadership Grid Model & Its Application
Who Are Leaders and What Is Leadership
LEADERSHIP By Devpriya Dey.
Define leader and leadership
استاد راهنما: دکتر زوار سولماز قلی پور
أساسيات القيادة Leadership Principles
Chapter 17 Leadership © 2007 Prentice Hall, Inc. All rights reserved.
13 Leadership Chapter McGraw-Hill
Chapter 13: Leadership.
Leadership Chapter 12 McGraw-Hill/Irwin
Presentation transcript:

Dynamics of Leadership Chapter 15 Dynamics of Leadership Hellriegel, Jackson, and Slocum MANAGEMENT: A Competency-Based Approach South-Western College Publishing Copyright © 2002

Learning Objectives After reading this chapter, you should be able to: 15.1 Learning Objectives After 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

Consequences of Using 5 Types of Power 15.2 Consequences of Using 5 Types of Power Type of power used by leader Most likely response from followers Expert Referent Reward Legitimate Coercive Commitment Compliance Resistance Adapted from Figure 15.1

Emotional Intelligence Traits 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

Comparison of Theory X and Y Assumptions 15.4 Comparison of Theory X and Y Assumptions X Y The typical employee dislikes work and will avoid it if possible Employees want direction whenever possible Managers must coerce employees to get them to work People like to work Employees who are committed to the company’s objective will exercise self-control Employees learn to accept and even seek responsibility at work

The Managerial Grid Model 15.5 The Managerial Grid Model High (1,9) (9,9) 9 8 7 6 5 4 3 2 1 Concern for people Country club style Team style (5,5) Middle-of-the-road style Produce or perish style Impoverished style Source: R. R. Blake, J. S. Mouton, and L. E. Greiner. Breakthrough in organization development. Harvard Business Review. November-December 1964 (1,1) (9,1) Low Low High Concern for production Adapted from Figure 15.2

Hersey and Blanchard’s Situational Leadership Model 15.6 Hersey and Blanchard’s Situational Leadership Model SITUATIONAL LEADERSHIP Leader Behaviors High High Relationship and Low Task High Task and High Relationship S E L SUPPORTING L I N G S3 S2 (Supportive Behavior) Relationship Behavior Source: Hersey, P., and Blanchard, K.H. Management of Organizational Behavior: Utilizing Human Resources, 6th ed. Englewood Cliffs, N.J.: Prentice-Hall, 1993. Used by permission from Ronald Campbell, President, Leadership Studies, Escondido, California, 1995. S4 S1 G N I T A Low Relationship and Low Task High Task and Low Relationship G T E E L L L E I D N G Low Low High Task Behavior (Directive Behavior) High Moderate Low Mature Immature R4 R3 R2 R1 Follower Readiness Adapted from Figure 15.3

Vroom-Jago Time-Driven Leadership Model 15.7 Vroom-Jago Time-Driven Leadership Model Contingency Variables Decision significance Importance of commitment Leader expertise Likelihood of commitment Team support Team expertise Team competence Leadership Styles Decide style Consult individually style Consult team style Facilitate style Delegate style

Common Characteristics of Transformational Leaders 15.8 Common Characteristics of Transformational Leaders Visionary Confident Inspirational Transformational Leaders Trustworthy Thoughtful Considerate Adapted from Figure 15.4

Leadership Development 15.9 Leadership Development On-the-Job Learning Assessment and Training Coaching and Mentoring