Post on 07-Jul-2018
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Leadersh
ip andtrust
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Leaders and Leadership
Leader – Someone who can influence others
and who has managerial authority.
Leadership – What leaders do; the processof leading a group and influencing that groupto achieve its goals.
Leadership - the ability to influence people
toward the attainment of organizational goals.
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Leadership is mutual (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 ofpower.
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Leadership versus Management
Management power
#ome from organizational structure " its promotes
stability " order and problem solving within the structure.
Leadership power
#ome from personal sources such as personal interestgoals and value " promote vision " creativity and change
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Leadership AcrossCultures
Leadership styles may vary among differentcountries or cultures
– European managers tend to be more people-oriented than American or Japanese managers.
– Japanese managers are group-oriented (teamoriented ) ,
– while U.S managers focuses more on profitability ( money oriented )
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eader versus Manager Qualities
Leader Qualities Manager Qualities
SOUL
Visionary
Passionate
CreativeFlexible
Inspiring
Innovative
CourageousImaginative
Experimental
Initiates change
Personal power
MIND
ational
Consulting
PersistentProblem solving
!ough"minded
#nalytical
$tructuredpurposeful
%eliberate
#uthoritative
$tabili&ing
Position power
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Note that :-
“Not all leaders are managers, nor
are all managers leaders.”
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Leadership Theories or
Models1. Leadership raits theor!". Leadership #eha$ioral theor!
%. &ontingen'! leadership theor!
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1. Leadership raits heor!
$ Leadership Trait Theorists
– Attempt to determine a list of distinctivecharacteristics accounting for leadershipeectiveness.
– Have been unsuccessful in identifying auniversal set of traits that all leaderspossess.
$ Ghiselli Study – Concluded that certain traits are important to
eective leadership; supervisory abilityettin wor done throu h others bein the
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!raits !hat %ifferentiate Leaders from 'onleaders
( Leadership !raits )
*+ %rive ( Motive)
,+ %esire to lead
-+ .onesty and integrity/+ $elf"confidence
0+ Cognitive ability ( intelligence)
1+ 2ob"relevant 3nowledge
4+ Emotional stability
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Personal Characteristics of Leaders
*+ Physical Characteristics. %nergy. &otion. 'hysical stamina
,+ Personality. Self-confidence. onesty integrity. %nthusiasm. *lertness. +riginality. #reativity
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-+ $ocial Characteristics
. Sociability" interpersonal s,ills
. *bility to enlist cooperation. 'opularity " prestige. Social participation. act" diplomacy
/+ Intelligence and #bility
. udgment" determination.
/nowledge. 0ntelligence" cognitive ability. 1luency of speech
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0+ 5or3"related Characteristics
. *chievement drive. 2rive to e3cel. #onscientiousness in pursuit of goals. 'ersistence against obstacles" tenacity
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$ Note that :-
Traits approach has not beensuccessful in eplaining leadership !
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,+ Leadership 6ehavioral Model
– Identifies the t(o )asi' t!pes of behavior thatmany leaders engaged in to influence their
subordinates
*+ Consideration ( employee"centered
leadership behavior )
". Initiating stru'ture * +o)-orientedleadership )eha$ior ,
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*+ Consideration ( employee"centered
leadership behavior )
indicating that a manager trusts"respects" and cares about subordinates
". Initiating stru'ture * +o)-orientedleadership )eha$ior ,
.that managers engage in to ensure thatwor gets done" subordinates performtheir #obs acceptably" and theorgani$ation is e%cient and eective.
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Note that :-"oth behaviors areindependent # $angers can be
high or lo% on behaviors
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6ehavioral approaches that help determine
leadership effectiveness
*+ Consideration7 " people"oriented behavior
. Is mindful of subordinates. Establishes mutual trust.
Provides open communication. %evelops teamwor3
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,+ Initiating $tructure7 tas3"oriented behavior
. %irects subordinate wor3 activities toward
goal attainment
. !ypically gives instructions8 spends time
planning8 and emphasi&es deadlines
. Provides explicit schedules of wor3
activities
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"asic Leadership
Styles&! Autocratic Leader
'! (e$ocratic Leader
)! Laisse*-+aire Leader
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$ Autocratic Leader –&ne who maes all the decisions"
tells employees what to do" andclosely supervises employees.
$ Considered a Theory ,'type
leader.
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$ (e$ocratic Leader – &ne who encourages employee
participation in decisions" wors withemployees to determine what to do" anddoes not closely supervise employees.
$ Considered a Theory 'type leader.
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$ Laisse*-+aire Leader
–&ne who taes a leave'the'employees'alone approach"allowing them to mae the
decisions and decide what to do.
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-+ Contingency !heories of Leadership
!he Fiedler contingency Model Path"goal theory
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-+ Contingency !heories of Leadership
•
!he Fiedler Model (cont9d) 7 putting leader in theright situation
'roposes that effective group performance depends upon
the proper match between the leader4s style of interacting
with followers and the degree to which the situationallows the leader to control and influence
#ssumptions5
* certain leadership style should be most effective indifferent types of situations.
6eaders do not readily change leadership styles.
– &atching the leader to the situation or changing the situation to
ma,e it favorable to the leader is re7uired.
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•!he Fiedler Model (cont9d)
Least"preferred co"wor3er (LPC):uestionnaire
2etermines leadership style by measuring
responses to 89 pairs of contrastingad:ectives.
–.igh score5 a relationship-oriented
leadership style
–Low score5 a tas,-oriented leadership
style
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•Path";oal Model
States that the leader4s :ob is to assist his or her followersin attaining their goals and to provide direction or support
to ensure their goals are compatible with organizational
goals.
6eaders assume different leadership styles at differenttimes depending on the situation5
%irective leader
$upportive leader
Participative leader
#chievement oriented leader
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$upportive leadership7
6eader behavior that shows concern for subordinates
+pen" friendly" and approachable #reates a team climate reats subordinates as e7uals
%irective leadership7
ells subordinates e3actly what they are supposed to do 'lanning" ma,ing schedules" setting performance goals"
and behavior standards
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Participative leadership7
Consults with his or her subordinatesabout decisions
#chievement"oriented leadership7
$ets clear and challenging goals forsubordinates
6ehavior stresses high":uality performance