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Leadership & Management. Reading for Lesson 4: Leadership in Organizations. Reading Objectives. The student will comprehend the personal characteristics associated with effective leaders. The student will know the five sources of power and how each causes different subordinate behavior.
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Leadership & Management Reading for Lesson 4: Leadership in Organizations
Reading Objectives • The student will comprehend the personal characteristics associated with effective leaders. • The student will know the five sources of power and how each causes different subordinate behavior. • The student will comprehend the leader behavior of initiating structure and consideration and when they should be used. • The student will comprehend Hersey and Blanchard's situational theory and its application to subordinate participation. • The student will comprehend the path-goal model of leadership.
Discussion Objectives • Demonstrate how the five bases of power are manifest in behavior • Relate Hersey and Blanchard’s Situational Theory to the personnel and organization of a Navy warship • Discuss personal traits that are useful to a leader and determine if these traits are more valuable in some situations than in others
Personal Characteristics of Effective Leaders • Physical • Activity • Energy • Social background • Mobility
Personal Characteristics of Effective Leaders • Intelligence and ability • Judgment, decisiveness • Knowledge • Fluency of Speech
Personal Characteristics of Effective Leaders • Personality • Alertness • Originality, creativity • Personal integrity, ethical conduct • Self-confidence
Personal Characteristics of Effective Leaders • Work-related • Achievement drive, desire to excel • Drive for responsibility • Responsibility in pursuit of goals • Task orientation
Personal Characteristics of Effective Leaders • Social • Ability to enlist cooperation • Cooperativeness • Popularity, prestige • Sociability, interpersonal skills • Social participation • Tact, diplomacy
Sources of Power • Legitimate • Reward • Coercive • Expert • Referent
Leadership Behaviors • Consideration • Considerate of subordinates • Respects their ideas • Mutual Trust • Initiating Structure • Give Instructions • Spend time planning • Emphasize deadlines • Schedule work activities.
Hersey and Blanchard’s Situational Theory • Subordinates vary in their readiness level. • Low task readiness: • Limited skill • Lack of training • Insecurity • High task readiness: • Ability • Skill • Confidence • Willingness to work
Hersey and Blanchard’s Situational Theory • Adopt a style appropriate to your subordinates. • Low level of task readiness: • Tell them what to do • How to do it • When to do it • High level of task readiness: • Provide general goals • Delegate sufficient authority to do the task • Expect followers to complete the task as they see fit
Path Goal Theory • The leader tries to increase subordinates motivation to attain personal and organizational goals.
Path Goal Theory Contingencies • Leader behavior (style) • Supportive • Directive • Participative • Achievement-oriented
Path Goal Theory Contingencies • Situational Contingencies • Characteristics of the workers • Work environment • Use of rewards • Clarify the path to the rewards • Increase the rewards