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Leadership

Leadership. Week 11. The Nature of Leadership. Leaders make a difference, they are key to organizational success People, influence, and goals Relationship with people is not passive Leadership is reciprocal among people

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Leadership

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  1. Leadership Week 11

  2. The Nature of Leadership • Leaders make a difference, they are key to organizational success • People, influence, and goals • Relationship with people is not passive • Leadership is reciprocal among people • Leadership is the ability to influence people toward the attainment of goals

  3. Contemporary Leadership • Leadership evolves with the needs of the organization • Leadership has evolved with technology, economic, labor, social and cultural changes • Must respond to the turbulence and uncertainty of the environment • Ethical and economic difficulties as well as globalization

  4. Level 5 Leadership Level 5 leadership refers to the highest level in a hierarchy of manager capabilities • Lack of ego (humility) • Fierce resolve to do what is best (will) • Give credit to other people • Ambitious for the company

  5. Level 5 Hierarchy

  6. Servant Leadership Transcend self-interest for the good of the organization Leadership is not about YOU Workers should be developed Servant leaders give away power, ideas, information, recognition, credit for accomplishments, even money

  7. Authentic Leadership • Leaders who know themselves • Consistent with higher order ethical values • Empower and inspire others • Open and authentic • Inspire trust and authenticity • Encourage collaboration and help others grow

  8. Components of Authentic Leadership

  9. Gender Differences • Derived from studies of women leaders • Minimizing personal ambition • Developing others • Consensual and collaborative; interactive leadership • Influence derived from relationships

  10. Gender Differences in Leadership Behaviors Source: Data from Hagberg Consulting Group, Management Research Group, Lawrence A. Pfaff, Personnel Decisions International Inc., Advanced Teamware Inc., as reported in Rochelle Sharpe, “As Leaders, Women Rule,” BusinessWeek (November 20, 2000): 75-84.

  11. From Management to Leadership • Good management is essential to organizations • But, good managers must be leaders • Management promotes stability, order, and problem solving • Leadership motivates toward changing challenges • Leadership cannot replace management, there should be a balance of both

  12. Leader and Manager Qualities

  13. Leadership Traits Early research on leadership focused on traits Interest in examining leadership traits has reemerged Some traits that are considered positive can have negative consequences The best leaders understand their traits and hone their strengths

  14. Personal Characteristics of Leaders

  15. Behavioral Approaches • Research beyond leadership traits, defined two leadership behaviors: • Task-oriented behavior • People-oriented behavior • Ohio State studies identified two major behaviors: • Consideration; people oriented • Initiating structure; task behavior • Michigan Studies compared behavior • Employee-centered leaders (most effective) • Job-centered leaders (not effective)

  16. Contingency Approaches • How do situations influence a leader’s effectiveness? • Hersey and Blanchard (situational) • Leadership Model (Fiedler) • Substitutes for leadership concept

  17. The Situational Model of Leadership Extension of behavioral theories Focus on characteristics of followers Seek appropriate leadership behavior Leadership is based on relationship with followers and readiness level of followers

  18. The Situational Model of Leadership

  19. Fiedler’s Contingency Theory • Leader’s style is task oriented or relationship oriented • Relatively fixed • Goal is to match the leader’s style with organizational situation • Analyze the leaders’ style to the favorability of the situation

  20. Substitutes for Leadership • There are situations where leader style is unimportant • There are situations and variables that can substitute or neutralize leadership characteristics

  21. Charismatic and Visionary Leadership • Charismatic leaders are skilled in the art of visionary leadership • Vision is an attractive, ideal future • Inspire and motivate people to do more • A lofty vision, “ a fire that ignites followers” • Ability to understand and empathize • Empowering and trusting subordinates • Visionary leaders speak to the hearts of employees to be a part of something big

  22. Transformational versus Transactional Leadership Transformational • Innovative • Recognize followers’ needs • Inspire followers • Create a better future • Promote significant change Transactional • Clarify tasks • Initiate structure • Provide awards • Improve productivity • Hardworking • Tolerant & fair-minded • Focus on management

  23. Followership • Organizations do not exist without followers • Leaders must understand their followers • Alienated follower • Conformist • Pragmatic survivor • Passive follower • Effective follower • Is the follower active or passive?

  24. Styles of Followership

  25. Power and Influence Both leaders and followers use power to get things done • Position Power • Legitimate Power • Reward Power • Coercive Power • Personal Power • Expert Power • Referent Power • Other Sources of Power • Personal Effort • Network of Relationships • Information

  26. Seven Interpersonal Influence Tactics for Leaders

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