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Chapter 13

Chapter 13. Leaders. Individuals who… establish direction for a group gain the group members’ commitment motivate them to achieve goals to move in that direction. What Followers Expect of Leaders. Honesty Forward looking Inspiring Competence. Do things right . Do the right thing.

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Chapter 13

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  1. Chapter 13

  2. Leaders Individuals who… • establish direction for a group • gain the group members’ commitment • motivate them to achieve goals to move in that direction

  3. What Followers Expect of Leaders Honesty Forward looking Inspiring Competence

  4. Do things right Do the right thing Vision Planning & budgeting Processes & Systems Imaginative ideas Organizing & Staffing Aligning people with vision Motivate and inspire Control & Problem Solving Produce change Produce order, predicta- bility, results expected by stakeholders Managers vs. Leaders

  5. Traits of Successful Business Leaders • Drive • Honesty and integrity • Motivation to be a leader • Self-confidence • Cognitive ability • Knowledge of the business • Creativity • Flexibility

  6. Leader Behaviors Task • Initiating structure)—organizing and defining what group members should be doing to maximize output --task • Consideration—creating mutual respect or trust; concerned with group members’ needs and desires--people People

  7. longago present Historical View of Leadership Transactor StrongMan Visionary Hero SuperLeader

  8. The Path Goal Theory Environmental contingency factors • Task structure • Formal authority system • Work group Leader Behavior styles • Directive • Supportive • Participative • Achievement oriented Outcomes • Performance • Satisfaction Subordinate contingency factors • Locus of control • Experience • Perceived ability

  9. Transactional “Tit for tat” leaders who motivate employees with promises, rewards, and threats Transformational Value-driven change agents who emphasize the importance of tasks and motivate employees with a vision to go beyond self-interest for the good of the organization. Transactional vs. Transformational

  10. Effective Leadership Practices Challenging the process Inspiring a shared vision Enabling others to act Modeling the way Encouraging the heart

  11. Ethical Charismatic Leaders • Use power to serve others • Align their vision with followers’ needs and aspirations • Accept and learn from criticism • Encourage followers to think independently • Work to develop followers into leaders

  12. Unethical Charismatic Leaders • Motivated by personalized power • Pursue their own vision and goals • Censure critical or opposing views • Encourage blind obedience, dependency, submission • Lack internal moral compass

  13. Empathy Social skill Motivation Self-regulation Self-awareness Emotional Intelligence

  14. Creates meaning Provides a worthwhile challenge Energizing Brings the future into the present Creates a common identity

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