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COMPETENCY-BASED MANAGEMENT 11 th Edition

John W. Slocum, Jr. Susan E. Jackson. Don Hellriegel. COMPETENCY-BASED MANAGEMENT 11 th Edition. Chapter 12—Dynamics of Leadership. Learning Goals. Explain what leadership means Describe the personal characteristics that enable leaders to be effective

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COMPETENCY-BASED MANAGEMENT 11 th Edition

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  1. John W. Slocum, Jr. Susan E. Jackson Don Hellriegel COMPETENCY-BASED MANAGEMENT 11th Edition Chapter 12—Dynamics of Leadership

  2. Learning Goals • Explain what leadership means • Describe the personal characteristics that enable leaders to be effective • Describe the types of behaviors required for leadership • Identify the contingencies that may shape how leaders behave • State the key characteristics and behaviors of transformational leadership • Describe how organizations develop leaders

  3. Meaning of Leadership • Leadership: an influence relationship between leaders and followers who strive for real change and outcomes that reflect theirshared purposes • Bases of Leadership Influence • Coercion • Formal position • Reward • Expertise • Charisma

  4. Meaning of Leadership: How Followers Respond to the Influence Tactics of Leaders Type of Influence Tactic Used by Leaders Most Likely Responseof Followers Resistance: Followers may appearto respond but not actually do so; or they may get angry and evensabotage the leader’s plan Coercion FormalPosition Compliance: Followers do whatthey are told, but without anyenthusiasm Reward Expertise Commitment: Followers areenthusiastic to achieve the leaders’goals and they accept the goalsas their own Charisma

  5. Personal Characteristics of Effective Leaders • Personal characteristics: the relatively stable attributes that make each person unique, including their physical, social, and psychological traits • Emotional intelligence: a set of abilities that enable individuals to recognize and understand their own and others’ feelings and emotions and to use these insights to guide their own thinking and actions

  6. Personal Characteristics of Effective Leaders: Emotional Intelligence • Self-awareness: ability to recognize and understand your moods, emotions, and drives, as well as their impact on others • Self-control: ability to regulate and redirect one’s own impulses, moods, and desires • Social awareness: ability to understand the emotional makeup of other people, and the skill to treat people according to their emotional reactions • Social skill: ability to build interpersonal networks, manage relationships, find common ground, and build rapport

  7. Personal Characteristics of Effective Leaders: Interrelated Components of Emotional Intelligence Self Others Self-Awareness Social Awareness Action Awareness Self-Control Social Skill

  8. Leadership Behaviors • Behavioral models of leadership: focus on describing differences in the actions of effective and ineffective leaders • Assumes most people can learn to be effective leaders

  9. Leadership Behaviors: Theory X and Theory Y • Theory X: a composite of propositions and underlying beliefs that take a command-and-control view of management based on a negative view of human nature • Core Assumptions of Theory X Managers • My employees dislike work and will try to avoid it if possible • My employees want and need me to provide direction • I am responsible for getting my employees to do as much work as possible • Employees are basically lazy and self-centered (continued)

  10. Leadership Behaviors: Theory X and Theory Y (cont'd) • Theory Y: a composite of propositions and beliefsthat take a leadership and empowering view of management based on a positive view of human nature • Core Assumptions of Theory Y Managers • Most employees like to work and achieve something • I can count on my employees to be self-directed and work toward the company’s goals • My employees are eager to take on responsibilitiesat work • Employees are not by nature passive or resistant to organizational needs

  11. Leadership Behaviors: Managerial Grid • Identifies five leadership styles that combine different degrees of concern for production and concern for people • Impoverished style: goal is to stay out of trouble and make sure they can’t be held accountable for mistakes • Country club style: goal is to create a secure comfortable atmosphere and trust subordinateswill respond with high performance (continued)

  12. Leadership Behaviors: Managerial Grid (cont'd) • Produce or perish style: goal is to pressure subordinates, often through legitimate influence tactics, to meet production goals • Middle-of-the road style: goal is to find an acceptable balance between workers’ needsand productivity goals • Team style: goal is to establish teamwork and foster feelings of commitment, trust, and respect to develop a “common state” in the organization’s purpose (continued)

  13. Leadership Behaviors: Managerial Grid (cont'd) High (1, 9)Countryclub style (9, 9)Teamstyle 9 8 7 6 5 Concern for people (5, 5)Middle-of-the-road style 4 3 2 (1, 1)Impoverishedstyle (9, 1)Produce orperish style 1 Low Low 1 2 3 4 5 6 7 8 9 High Concern for production

  14. Leadership Development On-the-joblearning Formal assessmentand training Increasingleadership capacity through Specialassignments Coachingand mentoring

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