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Chapter 13

Chapter 13. Leadership. Learning Objectives After reading this chapter, you should be able to:. Distinguish between management and leadership. Recognize how leaders use different power bases to exercise influence.

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Chapter 13

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  1. Chapter 13 Leadership

  2. Learning ObjectivesAfter reading this chapter, you should be able to: • Distinguish between management and leadership. • Recognize how leaders use different power bases to exercise influence. • Identify effective leader characteristics based on person-based theories and recognize the limitations of these approaches. • Recognize how different contexts call for different leadership qualities, using situational theories of leadership. • Identify ways to engender leadership through organizational characteristics or employees by applying dispersed theories of leadership. • Understand, through the exchange theories, how to implement leadership through relationships with others. • Describe and apply the concept of authentic leadership.

  3. What Makes a Leader Effective? • Ability to influence other people • Have a vision – ideas or objectives that clarify to others where they should be headed • “Sell” the vision by articulating it in a compelling and persuasive manner • Encourage followers to establish appropriate implementation activities to support the accomplishment of the vision

  4. Compare Leadership Management Contrast

  5. Planning and organizing Problem solving Clarifying Informing Monitoring Motivating Consulting Recognizing Supporting Managing conflict and team building Networking Delegating Developing and mentoring Rewarding Practices Associated with Leadership by Managers

  6. Power Coercive Power Reward Power Legitimate Power Referent Power Expert Power

  7. Leadership: Traditional Explanations Person-based Theories Situational Theories Dispersed Theories Exchange Theories

  8. Trait Theory Desire to Lead “Can-Do” Attitude Self- Confidence Honesty and Integrity Intelligence Ambition and Energy

  9. Behavioral Theories Initiating Structure Ohio State Consideration Employee-Orientation University of Michigan Production-Orientation

  10. The Managerial Grid 1 2 3 4 5 6 7 8 9 (1,9) (9,9) (5,5) Concern for People (9,1) (1,1) 1 2 3 4 5 6 7 8 9 Concern for Production

  11. Category • Leader-Member • Relations • Task Structure • Position Power I Good High Strong II Good High Weak III Good Low Strong IV Good High Weak V Poor High Strong VI Poor High Weak VII Poor Low Strong VIII Poor Low Weak Findings of the Fiedler Model Good Relationship-Oriented Task-Oriented Performance Poor Favorable Moderate Unfavorable

  12. The Path-Goal Framework Environmental Contingencies Leader Behavior Outcomes Subordinate Contingencies

  13. Dispersed Theories • Substitute Leadership:attempts to identify workplace characteristics that can substitute for leadership or neutralize efforts made by a leader • Self-Leadership: leadership that stresses the individual responsibility of employees to develop their own work priorities aligned with organizational goals

  14. Characteristics of Traditional and Self-Managing Behaviors:

  15. Exchange Theories • Transactional Leadership:leaders who use legitimate, coercive, or reward powers to elicit obedience and attempt to instill in followers the ability to question standard modes of operation • Transformational Leadership:leaders who revitalize organizations by instilling in followers the ability to question standard modes of operation • Authentic leadership: An approach that emphasizes the importance of a positive directive force, particularly in an environment of increasing complexity, change, and uncertainty

  16. Transactional Leader Contingent reward Management by exception (active) Management by exception (passive) Laissez-Faire Transformational Leader Charisma Inspiration Intellectual stimulation Individualized consideration Characteristics of Transactional and Transformational Leaders

  17. Characteristics of Authentic Leaders • Value Driven • No Gap between Internal Values and Actions • Transparent • Influence by Inspiration • Developmental Focus • Moral Capacity

  18. Applications of Management Perspectives—For the Manager • Managers should identify the theories that best fit them and their situations: • Some situations call for a strong person to guide the organization through change • Other situations may call for the dispersed leadership • Uncertainties and difficult times may best match authentic leadership • Both management and leadership skills can be positive for employees and the organization; they will also bode well for your own career.

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