1. Leadership McGraw-Hill/Irwin Contemporary Management, 5/e Copyright © 2008 The McGraw-Hill Companies, Inc. All rights reserved. chapter 5

2. The Nature of Leadership Leadership –The process by which a person use influence over others and motivates and directs their activities to achieve group or organizational goals.

3. The Nature of Leadership Leader – An individual who is able to employ influence over other people to help achieve group or organizational goals

4. Sources of Leadership Power

5. Power: The Key to Leadership Legitimate Power : The authority that a manager has by virtue of his or her position in the firm.

6. Power: The Key to Leadership Reward Power: – The ability of a manager to give or withhold tangible and intangible rewards. – Effective managers use reward power to signal to employees that they are doing a good job.

7. Power: The Key to Leadership Coercive Power: – The ability of a manager to punish others. Examples: Oral warning Pay cuts

8. Power: The Key to Leadership Expert Power: – Power that is based on special knowledge, skills, and expertise that the leader possesses. – Tends to be used in a guiding or coaching manner

9. Power: The Key to Leadership Referent Power قوة الاقتداء والإعجاب : – Power that comes from colleagues’ respect and loyalty – Possessed by managers who are likable and whom subordinates wish to use as a role model.

10. Empowerment: An Component in Modern Management Empowerment: The process of giving employees at all levels in the organization the authority to make decisions, be responsible for their outcomes, improve quality, and cut costs.

11. Empowerment: An Component in Modern Management Empowerment increases a manager’s ability to get things done. Empowerment increases workers’ involvement, motivation, and commitment Empowerment gives managers more time to concentrate on their critical concerns

12. Leadership Models النظريات القيادية Trait Model: نظريات السمات – Attempt to identify personal characteristics that cause for effective leadership. – Research shows that certain personal characteristics do appear to be connected to effective leadership. – Many “traits” are the result of skills and knowledge and effective leaders do not necessarily possess all of these traits.

13. Leadership Models Behavioral Model النظريات السلوكية: – Identifies the two basic types of behavior that many leaders engaged in to influence their subordinates

14. Leadership Models Behavioral Model: –1. Consideration : leaders show subordinates they trust, respect, and care about them –Managers look out for the well-being of their subordinates –Do what they can to help subordinates feel good and enjoy the work they perform

15. Leadership Models Behavioral Model: – 2. Initiating structure: leaders take steps to make sure that work gets done, subordinates perform their work acceptably, and the organization is efficient and effective – Managers assign tasks to groups and let subordinates know what is expected of them

16. النظريات الموقفية أو الظرفية Contingency Models of Leadership النظريات الموقفية أو الظرفية Contingency Models: – What makes a manager an effective leader in one situation is not necessarily what that manager needs to be equally effective in another situation. – Whether or not a manager is an effective leader is the result of the relationship between what the manager is like, what he does, and the situation in which leadership takes place

17. Contingency Models of Leadership Fiedler’s Model: – Effective leadership is depending on both the characteristics of the leader and of the situation. – Leader style is the continuing, characteristic approach to leadership that a manager uses and does not readily (quickly) change.

18. Contingency Models of Leadership Fiedler’s Model – Relationship-oriented style: التوجه نحو العلاقات/ العاملين – leaders concerned with developing good relations with their subordinates and to be liked by them. – Task-oriented style: التوجه نحو المهام / الانتاج – leaders whose primary concern is to ensure that subordinates perform at a high level so the job gets done.

19. House’s Path-Goal Theory A contingency model of leadership proposing that effective leaders can motivate subordinates to achieve goals by: 1.Clearly identifying the outcomes that subordinates are trying to obtain from their jobs. 2.Rewarding subordinates with these outcomes for high-performance and attainment of work goals 3.Clarifying the paths leading to the attainment of work goals

20. Motivating with Path-Goal Path-Goal identifies four leadership behaviors: – Directive behaviors: set goals, assign tasks, show how to do things. – Supportive behavior: look out for the worker’s best interest. – Participative behavior: give subordinates a say in matters that affect them. – Achievement-oriented behavior: Setting very challenging goals, believing in worker’s abilities.

21. Motivating with Path-Goal Which behavior to be used depends on the nature of the subordinates and the kind of work they do