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Leadership.

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Presentation on theme: "Leadership."— Presentation transcript:

1 Leadership

2 Learning Outcomes Define leadership and explain its importance for organizations. Identify personal characteristics associated with effective leaders. Define task-oriented behavior and people-oriented behavior in leaders. Describe situational theory of leadership. Discuss how leadership fits the organizational situation and how organizational characteristics can substitute for leadership behaviors. Describe transformational leadership and when it should be used. Explain how followership is related to effective leadership. Identify sources of leader power and the tactics leaders use to influence others. Explain servant leadership and moral leadership and their importance in contemporary organizations.

3 Leaders - Defined Individuals who… establish direction for a group
Individuals who… establish direction for a group gain the group members’ commitment motivate them to achieve goals to move in that direction Leadership is the ability to influence people toward the attainment of goals.

4 Contemporary Leadership
Four approaches for today’s turbulent times: Level 5 Leadership Servant Leadership Authentic Leadership Interactive Leadership (gender differences)

5 Level 5 Leadership Modest/humility
Modest/humility Quietly determined based on inspired standards rather than charisma Ambitious for the firm rather than for themselves Driven to achieve sustained results and success Give credit to others for success and take blame for failure

6 Are All Managers Leaders?
Managers Leaders Do things right Do the right thing Planning and budgeting Vision Processes and systems Imaginative ideas Organizing and staffing Aligning people with vision Control and problem solving Motivate and inspire Produce order, predictability, results expected by stakeholders Produce change

7 Personal Characteristics of Leaders

8 Behavioral Approaches to Leadership
Ohio State Studies Consideration: people-oriented behavior Initiating structure: task-behavior that directs work activities Michigan Studies Employee-centered leaders: focused on subordinates human needs Job-centered leaders: meeting schedules, keeping costs low and achieving productivity The Leadership Grid Built on both Ohio State and Michigan Studies Two-dimensional grid w/ five major management styles

9 The Leadership Grid Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

10 Contingency Approaches
Hersey and Blanchard’s Situational Theory Characteristics of followers and determining appropriate leadership behavior Adopt one of four leadership styles Fiedler’s Contingency Theory Apply leader’s style to organizational situation Is situation favorable on unfavorable to the leader’s style

11 Situational Theory of Leadership
Four leadership styles involving various combinations of: Task behavior: includes using one-way communication, spelling out duties, and telling followers what to do and where, when, and how to do it. Relationship behavior: includes using two-way communication, listening, encouraging, and involving followers in decision making, and giving emotional support

12 Situational Leadership® Model: Situational Contingency
Readiness: a follower’s ability to set high but attainable task-related goals and a willingness to accept responsibility for reaching them Not a fixed characteristic of followers—depends on the task Readiness level of followers influenced by: training received technical expertise experience with the specific task motivation self-efficacy

13 The Situational Leadership® Model
FOLLOWER READINESS High Moderate Low R4 R3 R2 R1 Able and willing or confident Able but unwilling or insecure Unable but willing or confident Unable and unwilling or insecure Follower Directed Leader Directed Source: P. Hersey, et al. Management of Organizational Behavior: Leading Human Resources, 8th ed. (Upper Saddle River, NJ: Prentice Hall, 2001), p Copyright © 2001, Center for Leadership Studies, Escondido, CA. Used with permission.

14 Situational Leadership® Model:
Telling style: leader provides clear instructions, give specific directions, and supervises the work closely Use when followers are low in readiness (R1) Selling style: leader provides direction, encourages two-way communication, and helps build confidence and motivation on the part of the follower Use when followers are somewhat moderate in readiness (R2)

15 Situational Leadership® Model:
Participating style: leader encourages followers to share ideas and facilitates the work by being encouraging and helpful to subordinates Use when followers are moderate in readiness (R3) Delegating style: leader turns over responsibility for making and implementing decisions to followers Use when followers are high in readiness (R4)

16 Situational Theory: Hersey & Blanchard

17 How Leader Style Fits the Situation

18 Substitutes and Neutralizers for Leadership

19 Charismatic Leadership
Are adept at communicating an inspiring vision Elicit: High levels of performance Loyalty Sacrifice Enthusiasm

20 Transformational vs. Transactional Leadership
Transformational leaders drive innovation and change Recognize needs of followers Inspire others to believe in themselves Different than transactional leadership Initiate structure, provide rewards Excel in management functions Transformational leaders have positive impact on followers

21 Followership Leaders can develop understanding of followers
Leaders can develop understanding of followers Good followers have leadership traits Effective followers are independent, critical thinkers

22 Power and influence are not the same.
Power and influence are not the same. Position Power Legitimate Power: formal position Reward Power: authority to reward others Coercive Power: authority to punish or recommend Personal Power Expert Power: knowledge and skills Referent Power: personal characteristics Other Source of Power Personal Effort: initiative Network of Relationships: cultivated people resources Information: access to information

23 Leadership as Servant Servant Leadership Moral Leadership
Servant Leadership Leaders who transcend self-interest to serve others in the organization Servant leaders give away their power, information, ideas, recognition Moral Leadership Business is about values, not just economic performance Focus on right from wrong and choosing to do the right thing


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