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Leadership

Leadership. Definitions & Overview Power Trait approaches Contingency Transformational and transactional leadership Dysfunctional leadership. Leadership: Definitions & Overview. Ability to influence a group toward the achievement of goals Requires a leader and follower(s)

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Leadership

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  1. Leadership • Definitions & Overview • Power • Trait approaches • Contingency • Transformational and transactional leadership • Dysfunctional leadership

  2. Leadership: Definitions & Overview • Ability to influence a group toward the achievement of goals • Requires a leader and follower(s) • Different from management?? • Leadership = doing the right things • Management = doing things right • Successful vs. effective managers

  3. Power • Power is the underlying ability, used or not, that a person has to influence the thoughts or actions of another person. • Social influence

  4. REQUESTED ACTION OBEY? The Zone of Indifference No Work Sundays No Shop during lunch hour for boss ? Make coffee for the office Yes Work 40 hours in the week Yes Type letters Yes Perform filing Yes Work occasional paid overtime Inside zone of indifference: Normal inducements sufficient Outside zone of indifference: Extraordinary inducements required ? Bring sandwiches to boss for lunch No Type school papers for boss’s kids No “Fudge” boss’s expense accounts

  5. Sources of Power Coercive Charismatic Referent Reward Expert Legitimate

  6. Responses to the Use of Power

  7. Trait Approaches • A 1991 study shows strong evidence for these traits • Drive: achievement, ambition, energy, tenacity, and initiative • Leadership motivation: personalized vs. socialized • Honesty and integrity: truthful, ethical, principled • Self-Confidence: including emotional stability • Cognitive ability • Knowledge of the business • Weaker support was found for: • Charisma • Creativity and originality • Flexibility

  8. Ohio State Model • Concern for people • Concern for the job • Are they mutually exclusive?

  9. 9 5 1 9 1 5 The Managerial Grid Team Management Country Club Middle of the Road Concern for People Impoverished Management Compliance with Authority Concern for Production

  10. Situational Leadership • Blanchard & Hersey • Different people have different needs • One-style-fits-all leadership doesn’t work

  11. Participate Sell S3 S2 Supportive Behavior S4 S1 Delegate Tell Low Low High Task Behavior Leadership Styles High

  12. Development Levels

  13. Style 1: Directing The leader provides specific instructions and closely supervises task accomplishment Style 2: Coaching The leader continues to direct and closely supervise task accomplishment, but also explains decisions, solicits suggestions, and supports progress Style 3: Supporting The leader facilitates and supports subordinates’ efforts toward task accomplishment and shares responsibility for decision making with them Style 4: Delegating The leader turns over responsibility for decision making and problem solving to subordinates Leadership Styles

  14. Transformational and Transactional Leadership • Transactional leadership….. • Clarify task and role requirements • Provide structure and rewards • Meet subordinates’ social needs • Transformational leadership…. • Broadens and elevates subordinates’ interests • Promotes awareness and acceptance of a shared vision • Moves employees to pursue the best interests of the organization

  15. Becoming a Transformational Leader: The Four I’s • Idealized Influence • Serving as a role model • Inspirational Motivation • Encouraging subordinates to challenge processes and impart meaning to work • Intellectual Stimulation • Fostering subordinates’ sense of creativity and innovation • Individual Consideration • Attending and responding to individual needs

  16. Charismatic Power • Self-confidence • Vision • Ability to articulate the vision • Strong convictions about the vision • Behavior that is out of the ordinary • Change agent • Environmental sensitivity

  17. Dysfunctional Leadership • Too much vision • Personal needs made paramount • Building a monument to themselves • Blind drive prevents seeing external environment • Pyrrhic victory • Victory -- but at what cost? • Blind ambition, empire building • Chasing a vision before its time • Failure to reality-test ideas • Blind to the market and what it wants • Manipulative management, impression management • Lack of administrative skills

  18. Fatal Flaws of Leaders Who Derail • Insensitive to others • Aloof and arrogant • Betrayal of trust • Overly ambitious • Over-managing • Unable to think strategically • Unable to adapt to situations • Overly dependent on an advocate or mentor

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