1 / 24

CHAPTER 10

CHAPTER 10. BECOMING AN EFFECTIVE LEADER. LEADERS AND LEADERSHIP. Leaders have a combination of admirable qualities. Leadership is the ability to inspire support and confidence among the people who are needed to achieve company goals. Leaders make a difference.

elan
Download Presentation

CHAPTER 10

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript


  1. CHAPTER 10 BECOMING AN EFFECTIVE LEADER

  2. LEADERS AND LEADERSHIP • Leaders have a combination of admirable qualities. • Leadership is the ability to inspire support and confidence among the people who are needed to achieve company goals. • Leaders make a difference. • Leaders are needed at all levels.

  3. KEY LEADERSHIP TRAITS TO DEVELOP • Self-confidence and leadership efficacy • Positive core evaluation (self-esteem, locus of control, self-efficacy, and emotional stability) • Assertiveness • Trustworthiness and morality • Sense of humor • Self-awareness and self-objectivity

  4. Key Leadership Traits to Develop, concluded • Self-awareness and self-objectivity • Cognitive skills including critical assessments (as well as knowledge of the business and independent decision making) • Emotional intelligence • Passion and enthusiasm • Self-sacrificing personality

  5. SELF-CONFIDENCE AND LEADERSHIP EFFICACY • Leader who is self-assured without being bombastic or overbearing instills confidence in group members. • Leader must project self-confidence. • Leadership self-efficacy is linked to confidence in the knowledge skills, and abilities valuable for leading others. • Appear self-confident through words, posture, and gestures.

  6. POSITIVE CORESELF-EVALUATION • Core self-evaluation captures person’s self-assessment. Consists of self-esteem, locus of control, self-efficacy, and emotional stability (low neuroticism). • Leaders with internal locus of control are more likely to inspire others and provide direction. • Search for what aspects of challenging situation might be under your control.

  7. INSIGHTS INTO ASSERTIVENESS • An assertive person is forthright in expressing demands and attitudes. • Self-confidence helps assertiveness. • Effective leaders are assertive rather than aggressive or passive. • To become assertive you must force yourself to express feelings and demands. • Expressing feelings is more difficult

  8. SEVEN BEHAVIORS OF AN ASSERTIVE PERSON (SAQ 9-1) • Expresses criticism freely. • Confronts unfair person. • Able to express anger toward coworker. • Willing to cry with friends. • Speaks up at meetings. • Able to ask friends for favors. • Willing to confront a rude stranger.

  9. TRUSTIWORTHINESS AND MORALITY • White collar workers value honesty and integrity as No. 1 trait of a manager. • Integrity is (a) consistency of words and deeds and (b) being true to oneself. • Honesty builds trust with team members, leading to cooperation and team spirit. • Being moral facilitates trustworthiness. • Set good example to communicate trust.

  10. SENSE OF HUMOR AND LEADERSHIP • Humor helps relieve tension and boredom, and defuses hostility. • Leaders who used humor had higher performing units in one study. • Self-effacing humor more effective than insulting others. • Creativity is needed for humor. • Humor is skill that can be developed.

  11. SELF-AWARENESS ANDSELF-OBJECTIVITY • Effective leaders are aware of their strengths and limitations. • Self-objectivity refers to being detached about own strengths and limitations. • Self-awareness and self-objectivity helps leader be authentic and genuine. • Self-awareness and self-objectivity can be enhanced by asking for feedback.

  12. COGNITIVE SKILLS INCLUDING CRITICAL ASSESSMENTS • Leaders need to be mentally sharp to inspire people, bring about change, and solve problems creatively. • Knowledge of the business, or technical skill, is key cognitive skill. • Cognitive skills needed to make critical assessments, or thinking critically. • Independent decision making requires high intelligence.

  13. EMOTIONAL INTELLIGENCE (EQ) AND LEADERSHIP • Emotionally intelligent leader can work effectively with emotions of others to resolve problems. • EQ is linked to superb leadership. • Human touch is part of EQ. • Emotional intelligence can be developed through working on its components, such as empathy.

  14. PASSION AND ENTHUSIASM • Effective leaders have passion and enthusiasm for their work. • Passion is expressed in intense liking for the business, customers, and employees plus relentless drive to accomplish work. • Passion and enthusiasm particularly evident among entrepreneurial leaders. • To display passion and enthusiasm, find work that creates inner spark.

  15. SELF-SACRIFICING PERSONALITY • Self-sacrificing personality is more concerned about welfare and interest of others than oneself. • Self-sacrificing leader works in best interests of group members. • Will often forgo personal interests to focus on mission and purpose of the group. • Self-sacrificing leader a good role model.

  16. NATURE OF CHARISMA • A special quality of leaders whose purposes, powers, and extraordinary determination differentiate them. • Charisma reflects a subjective perception on the part of person being influenced. • All levels of leaders can be charismatic. • Dynamic personality helps, yet tangible actions also contribute to charisma.

  17. SUGGESTIONS FOR DEVELOPING CHARISMA • Communicate a vision. • Make frequent use of metaphors and analogies. • Inspire trust and confidence. • Be highly energetic and goal oriented. • Be emotionally expressive and warm. • Make ample use of true stories (those that deliver a message).

  18. Developing Charisma, concluded • Be candid and direct. • Make everybody you meet feel that he or she is important. • Multiply the effectiveness of your handshake. • Stand up straight and use other nonverbal signals of self-confidence. • Be willing to take personal risks. • Be self-promotional.

  19. ATTITUDES AND BEHAVIORS OF TEAM LEADERSHIP STYLE • Keeps group members informed. • Obtains group input before making a decision. • Would reverse decision based on group input showing he or she was wrong. • Believes that group has good ideas. • Encourages workers to solve own problems rather than giving answers.

  20. DEVELOPING TEAM LEADERSHIP SKILLS • Engage in shared leadership (distribute leadership responsibilities within group). • Build a mission statement (have goal, purpose, and be optimistic and uplifting). • Show your team members that they are trusted (no micromanagement). • Establish a sense of urgency and high performance standards (have urgent, constructive purposes).

  21. Developing Team Leadership Skills, continued • Hold question-and answer sessions with the team (everybody asks questions). • Encourage team members to recognize each other’s accomplishments (praise each other, give “high-fives”). • Encourage honest criticism (offer honest feedback on mistakes and flawed ideas). • Use team symbols (such as uniforms and nicknames).

  22. Developing Team Leadership Skills, concluded • Use peer evaluations (team members contribute to the evaluations). • Help team members see the big picture (explain how work contributes to company). • Minimize formation of in-groups and out-groups (leader-exchange model says that leaders create in-group and out-groups). Leaders are judged partly by team performance, and teamwork enhances team performance.

  23. DEVELOPING YOUR LEADERSHIP POTENTIAL • Leaders are both born and made. • You need to develop your natural characteristics through experience and practice. • First-level supervisory jobs are invaluable starting point for developing your leadership potential. • Motivating entry-level workers is a major challenge facing organizations.

  24. Developing Leadership Potential, concluded • Acquire broad experience. • Model effective leaders. • Self-develop leadership traits and behaviors. • Become an integrated human being. • Practice a little leadership (day-by-day small accomplishments). • Help your leader lead.

More Related