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Chapter 9

Leadership. Chapter 9. Activity. Make an origami balloon. Trait Theory. Based on an individual’s personal attributes as a leader energy, ambition, and drive the desire to lead honesty and integrity self-confidence intelligence – cognitive ability job related knowledge.

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Chapter 9

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  1. Leadership Chapter 9

  2. Activity • Make an origami balloon

  3. Trait Theory • Based on an individual’s personal attributes as a leader • energy, ambition, and drive • the desire to lead • honesty and integrity • self-confidence • intelligence – cognitive ability • job related knowledge

  4. Behavioral Theory • Based on the relationship between concern for getting the job done (task) and concern for the employees (consideration) • Leadership can be learned • Ohio State and Michigan Studies • Consideration • Initiating Structure

  5. Contingency Theory • Based on the relationship between the leader, members, and situations • Position power • Task structure • Leader-member relations

  6. Situational Leadership Model

  7. Other Considerations • Attribution theory (cause and effect) • Charismatic and visionary leadership • self-confidence, vision, articulates the vision behavior out of the ordinary, perceived as a change agent, sensitive to the organizational environment • Transactional leadership (change things) • Transformational leadership (change people)

  8. Emotional Intelligence • Self-awareness • Self-regulation • Social awareness • Relationship management

  9. Decision Making Chapter 10

  10. Satisficing Model • Combination of two words, satisfying and sacrificing • time is critical and quick action is necessary • The Model: • We know we have to make a decision. • We establish the criteria. • We look at the alternatives. • We select the first alternative that meets the criteria.

  11. Implicit Favorite Model • Evaluate other solutions against a perceived best decision • If less favorable than the implicit favorite… then the implicit favorite solution is selected

  12. Rational/Maximizing Decision Making Model • Ascertain the need for a decision and prioritize the problems. • Determine the decision criteria and determine the musts and wants. • Allocate the weighs to the wants. • Develop the alternatives • Evaluate the alternatives • Make your decision – select the best alternative.

  13. Determining a Course of Action • Corrective action • Interim action • Preventive action • Contingency action • Adaptive action

  14. Group Decision Techniques • Interacting Technique • Brainstorming • Nominal Group Technique • Delphi Technique (on test!)

  15. Activity You are the HR manager looking to hiring an HR generalist. You have chosen three individuals from the applicant pool. You want to hire the best candidate and feel they must have some experience. You would like to fill the position within the next two weeks. Your department is filled with many older workers that are looking to retire or move to a higher position within the next year so you would like your new hire to be willing to stay with the company long term. You are also looking stick to a small budget so you must not speed too much money on the new hire’s salary.

  16. Brad Has a bachelor’s degree in Organizational Leadership and has just graduated with his Master’s in Human Resources. He has one internship experience in HR and has been working through graduate school in his university’s HR Department for the past two years. He can start working immediately.

  17. Sarah Works at a local manufacturing company as an HR generalist. She also has been in the workforce for 18 years. She is an old friend of your boss, so she is his favored candidate prior to interviews. Sarah can’t start working for three weeks. She has worked at three different companies in the last five years.

  18. Jenn Has a bachelor’s degree in Human Resources Management. She just graduated and worked a summer internship in an HR department. Jenn had a great recommendation from her last boss. She will need time to move and is available to start in three weeks.

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