Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2004 by South-Western, a division of Thomson Learning. All rights reserved. Leadership.

Slides:



Advertisements
Similar presentations
Chapter 14 Leadership.
Advertisements

Traits, Behaviors, and Relationships
1 Traits, Behaviors, and Relationships. 2 Ex. 2.1 Personal Characteristics of Leaders Personal Characteristics Energy Physical stamina Intelligence and.
Leadership & Management Reading for Lesson 4: Leadership in Organizations.
Dynamics of Leadership
Chapter 17 Leadership What Does Leadership What Does Leadership Involve? Involve? Trait Behavioral Theories Trait Behavioral Theories of Leadership of.
McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved.
Behavior Theories These theories advocate that leadership is shown by acts rather than traits and that the leadership is the result of effective role.
Review trait theory research, and the Leadership Grid as points of reference. Explain, according to Fiedler’s contingency model, how leadership style.
Leadership in Organizations
Leadership Chapter 15.
Leadership/Motivation H Edu 4790/6790. Leadership The process of facilitating others to work hard to accomplish important tasks.
McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved. 7-1 Chapter 7 Leadership.
Human Relations Leadership. Leadership  “The process of influencing the activities of individuals or groups so that they follow and willingly do what.
Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved 1 Chapter 15 Dynamics Of Leadership.
Leadership Ability to influence a group toward the achievement of goals I) Trait Theories II) Behavioral Theories III) Contingency Theories.
Karine Barzilai-Nahon
Developed by Cool Pictures & MultiMedia Presentations Copyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. chp16 Leadership.
Power Human Relations. What is Power? Power is measured by the degree to which others are prepared to be influenced by us because of factors other than.
Traits, Behaviors, and Relationships
Contingency Approaches to Leadership
Understanding Management First Canadian Edition Slides prepared by Janice Edwards College of the Rockies Copyright © 2009 Nelson Education Ltd.
Leaders versus Managers
 These theories advocate that leadership is shown by acts rather than traits and that the leadership is the result of effective role behavior.  Behavioral.
Theories of Leadership Trait Personal-Behavioral Situational Transformational.
Leaders and Leadership
The Supervisor as Leader If people see you looking out only for your own best interests, they won’t follow you. —Carlos M. Gutierrez, U.S. Secretary of.
Leadership and Management Dr John Walsh, Mekong Institute, June 2009.
Prepared by Charlie Cook The University of West Alabama © 2012 South-Western, a part of Cengage Learning All rights reserved. LeadershipLeadership Chapter.
 An influential increment over and above mechanical compliance with routine directives of the organization.
DOING THINGS RIGHT OR DOING THE RIGHT THING?&WINNING HEARTS&MINDS! Chapter 8&9.
 These theories advocate that leadership is shown by acts rather than traits and that the leadership is the result of effective role behavior.  The behavioral.
Handout #1 The Nature of Leadership
Explain why the study of leadership is so complicated and identify some of the various debates about the study of leadership Describe the different theories.
1212. CHAPTER 12 Leadership Copyright © 1999 Addison Wesley Longman 2 Leadership - Key Terms Leadership: The exercise of influence by one member of a.
Copyright © 2000 by Harcourt, Inc. All rights reserved.Developed by Stephen M.Peters Sixteen hapter Leadership In Organizations © 2000 by Harcourt, Inc.
1 LEADERSHIP. 2 What is Leadership?  The ability to influence, motivate, and enable others to contribute to the effectiveness and success of the organizations.
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.
2 Traits, Behaviors, and Relationships. Chapter Objectives Identify personal traits and characteristics that are associated with effective leaders. Recognize.
Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter 15 1 Leadership MANAGEMENT Meeting and Exceeding Customer.
Part 4: Leading PowerPoint Presentation by Charlie Cook Copyright © 2004 Prentice Hall, Inc. All rights reserved. Leadership.
Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
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.
HOFAM vak Organisatie & Management les 9. Het vier-instrumentenmodel van managementcontrol 2.
TASNUVA CHAUDHURY (TCY) CHAPTER 12: LEADERSHIP MGT 321: Organizational Behavior.
Chapter 14 Leadership Copyright © 2012 Pearson Education Canada Inc.14-1.
Chapter 15 Leadership. The Nature of Leadership Many styles of leadership can be effective People, influence, and goals – Reciprocal, occurring among.
HSA 171 CAR. 1436/6/20-14  Transactional and Transformational Leadership.  Leadership Theories 3.
1 Culture −The set of key values, beliefs, understandings, and norms that members of an organization share.
Contemporary Management NEW ERA OF MANAGEMENT LECTURE6 Dr. Mohamed Hesham Mansour.
Leadership Unit #1 The Nature of Leadership. Learning Objectives Explain what leadership is, when leaders are effective and ineffective, and the sources.
MultiMedia by Stephen M. Peters© 2002 South-Western Leadership.
1 Traits, Behaviors, and Relationships. 2 The Trait Approach Traits : the distinguishing personal characteristics of a leader, such as intelligence, honesty,
Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Chapter 12 Organizational Behavior: Foundations, Realities, & Challenges.
LEADERSHIP 1 Leadership The process by which a person exerts influence over others and inspires, motivates and directs their activities to achieve group.
Leadership Chapter 14. The Nature of Leadership Leadership: The process by which a person exerts influence over others and inspires, motivates and directs.
Leadership “I am more afraid of an army of 100 sheep led by a lion than an army of 100 lions led by a sheep.” (Talleyrand)
Chapter 9 Leadership Managers versus leaders Trait theories of leadership Behavioral theories of leadership Contingency theories of leadership Contemporary.
WHY DO SOME EMPLOYEES PAY MORE ATTENTION TO SOME MANAGERS THAN TO OTHERS? WHY WILL THEY WILLINGLY FOLLOW ONE BOSS INTO BATTLE, WHILE THEY REFUSE TO EVEN.
Leadership.
Leadership in Organizations
Leadership Chapter 15.
Define leader and leadership
WHY DO SOME EMPLOYEES PAY MORE ATTENTION TO SOME MANAGERS THAN TO OTHERS? WHY WILL THEY WILLINGLY FOLLOW ONE BOSS INTO BATTLE, WHILE THEY REFUSE TO EVEN.
Traits, Behaviors, and Relationships
Leadership & Management
Traits, Behaviors, and Relationships
Presentation transcript:

Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2004 by South-Western, a division of Thomson Learning. All rights reserved. Leadership In Organizations Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2004 by South-Western, a division of Thomson Learning. All rights reserved.

Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2004 by South-Western, a division of Thomson Learning. All rights reserved. Leadership  The ability to influence people toward the attainment of organizational goals.  Leadership is reciprocal, occurring among people.  Leadership is a “people” activity, distinct from administrative paper shuffling or problem-solving activities.  Leadership is dynamic and involves the use of power.

Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2004 by South-Western, a division of Thomson Learning. All rights reserved. Leadership versus Management Management Power:  Comes from organizational structure.  Promotes stability, order, and problem solving within the structure. Leadership Power:  Comes from personal sources, such as personal interests, goals, and values.  Promotes vision, creativity, and change. The major differences between the leader and the manager relate to their source of power and level of compliance.

Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2004 by South-Western, a division of Thomson Learning. All rights reserved. Leader and Manager Qualities SOURCE: Based on Genevieve Capowski, “Anatomy of a Leader: Where Are the Leaders of Tomorrow?” Management Review, March 1994, 12.

Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2004 by South-Western, a division of Thomson Learning. All rights reserved. Forms of Position Power  Legitimate Power: power coming from a formal management position.  Reward Power: stems from the authority to bestow rewards on other people.  Coercive Power: the authority to punish or recommend punishment.

Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2004 by South-Western, a division of Thomson Learning. All rights reserved. Forms of Personal Power  Expert Power: leader’s special knowledge or skill regarding the tasks performed by followers.  Referent Power: personality characteristics that command subordinates’ identification, respect, and admiration so they wish to emulate the leader.

Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2004 by South-Western, a division of Thomson Learning. All rights reserved. Personal Characteristics of Leaders Physical characteristics Activity Energy Social background Mobility Intelligence and ability Judgment, decisiveness Knowledge Fluency of speech Personality Alertness Originality, creativity Personal integrity Self-confidence Work-related characteristics Achievement drive Drive for responsibility Responsibility in pursuit of goals Task orientation Social characteristics Ability to enlist cooperation Popularity, prestige Sociability, interpersonal skills Social participation Tact, diplomacy Source: Adapted from Bernard M. Bass, Stogdill’s Handbook of Leadership, rev. Ed. (New York: Free Press, 1981), This adaptation appeared in R. Albanese and D. D. Van Fleet, Organizational Behavior: A Managerial Viewpoint (Hinsdale, III.: The Dryden Press, 1983). Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2004 by South-Western, a division of Thomson Learning. All rights reserved.

Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2004 by South-Western, a division of Thomson Learning. All rights reserved. Leadership Continuum SOURCE: Reprinted by permission of Harvard Business Review. An exhibit from Robert Tannenbaum and Warren Schmidt, “How to Choose a Leadership Pattern” (May-June 1973). Copyright © 1973 by the president and Fellows of Harvard College, all rights reserved.

Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2004 by South-Western, a division of Thomson Learning. All rights reserved. Behavioral Approaches that Help Determine Leadership Effectiveness Consideration: –Is mindful of subordinates. –Establishes mutual trust. –Provides open communication. –Develops teamwork. Initiating Structure: –Is task oriented. –Directs subordinate work activities toward goal attainment. –Typically gives instructions, spends time planning, and emphasizes deadlines. –Provides explicit schedules of work activities.

Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2004 by South-Western, a division of Thomson Learning. All rights reserved. The Leadership Grid Figure High Low Concern for Production Concern for People 1,9 Country Club Management Thoughtful attention to the needs of people for satisfying relationships leads to a com- fortable, friendly organization atmosphere and work tempo. Impoverished Management Exertion of minimum effort to get required work done is appropriate to sustain organization membership. 1,1 9,9 Team Management Work accomplishment is from committed people; interdependence through a “common stake” in organization purpose leads to relationships of trust and respect. 5,5 Middle-of-the-Road Management Adequate organization performance is possible through balancing the necessity to get out work with maintaining morale of people at a satisfactory level. Authority-Compliance Efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimum degree. 9,1 Source: The Leadership Grid Figure from Robert R. Blake and Anne Adams McCanse, Leadership Dilemmas-Grid Solutions (Houston: Gulf, 1991), 29. Copyright 1991, by Scientific Methods, Inc. Reproduced by permission of the owners. Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2004 by South-Western, a division of Thomson Learning. All rights reserved.

Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2004 by South-Western, a division of Thomson Learning. All rights reserved. Three Elements of Leadership Situations  Leader-member relations: refers to group atmosphere and members’ attitude toward and acceptance of the leader.  Task structure: refers to the extent to which tasks performed by the group are defined, involve specific procedures, and have clear, explicit goals.  Position power: is the extent to which the leader has formal authority over subordinates.

Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2004 by South-Western, a division of Thomson Learning. All rights reserved. Hersey and Blanchard’s Situational Theory A contingency approach to leadership that links the leader’s behavioral style with the task readiness of subordinates. Levels of readiness: –Low –Moderate –High –Very high

Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2004 by South-Western, a division of Thomson Learning. All rights reserved. Path-Goal Theory Contingency approach, the leader’s responsibility is to increase subordinates’ motivation to attain personal and organizational goals through:  Clarifying the paths to rewards.  Increasing the rewards that the subordinate values and desires.

Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2004 by South-Western, a division of Thomson Learning. All rights reserved. Leader Roles in the Path-Goal Model SOURCE: Based on Bernard M. Bass, “Leadership: Good, Better, Best,” Organizational Dynamics 13 (Winter 1985),26-40

Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2004 by South-Western, a division of Thomson Learning. All rights reserved. Path-Goal Classification of Leader Behaviors  Supportive leadership: …Leader behavior that shows concern for subordinates. …Open, friendly, and approachable. …Creates a team climate. …Treats subordinates as equals.  Directive leadership: …Tells subordinates exactly what they are supposed to do. …Planning, making schedules, setting performance goals, and behavior standards.  Participative leadership: …Consults with his or her subordinates about decisions.  Achievement-oriented leadership: …Sets clear and challenging goals for subordinates. …Behavior stresses high-quality performance.

Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2004 by South-Western, a division of Thomson Learning. All rights reserved. Situational Contingencies Two important situational contingencies in the path-goal theory.  The personal characteristics of group members.  The work environment.

Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2004 by South-Western, a division of Thomson Learning. All rights reserved. Path-Goal Situations and Preferred Leader Behaviors SOURCE: Adapted from Gary A. Yukl, Leadership in Organizations (Englewood Cliffs, N.J.: Prentice-Hall 1981),

Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2004 by South-Western, a division of Thomson Learning. All rights reserved. Change Leadership Charismatic Leaders:  The ability to inspire.  Motivate people to do more than they would normally do.  Tend to be less predictable than transactional leaders.  Create an atmosphere of change.  May be obsessed by visionary ideas. Transactional Leaders:  Clarify the role and task requirements of subordinates.  Initiate structure.  Provide appropriate rewards.  Try to be considerate.  Meet the social needs of subordinates.

Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2004 by South-Western, a division of Thomson Learning. All rights reserved. New Workplace & Leadership Four areas of interest Level 5 leadership Women’s ways of leading Virtual leadership Servant leadership