1 / 36

Chapter 15

Chapter 15. Leadership. The Nature of Leadership. Many styles of leadership can be effective People, influence, and goals Leadership is the ability to influence people toward the attainment of goals Reciprocal , occurring among people

niabi
Download Presentation

Chapter 15

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 15 Leadership

  2. The Nature of Leadership • Many styles of leadership can be effective • People, influence, and goals • Leadership is the ability to influence people toward the attainment of goals • Reciprocal, occurring among people • A “people” activity, different than administration and problem solving

  3. Contemporary Leadership • Leadership evolves as the needs of the organization change • Leadership has evolved with technology, economic, labor, social, and cultural changes • Responding to the turbulence and uncertainty of the environment

  4. Contemporary Leadership • Four approaches for today’s turbulent times: • Level 5 leadership • Servant leadership • Authentic leadership • Interactive leadership (gender differences)

  5. Level 5 Leadership Highest level in a hierarchy of manager capabilities • Lack of ego (humility) • Fierce resolve to do what is best for organization • Shy and self-effacing • Credit other people

  6. 15.1 Level 5 Hierarchy

  7. Servant Leadership • Work exists for the development of the worker • Servant leaders transcend self-interest to serve others • Servant leaders give away power, ideas, information, recognition, credit, and money

  8. Authentic Leadership • Leaders who know and understand themselves • Espouse and act with higher order ethical values • Staying true to one’s values and beliefs • Inspire trust and commitment • Respect diverse viewpoints

  9. Authentic Leadership • Encourage collaboration • Help others learn, grow, and develop as leaders

  10. 15.2 Components of Authentic Leadership

  11. Gender Differences • Associated with Level 5 leaders and female leaders • Interactive leadership means that the leader favors a consensual and collaborative process • Influence derives from relationships rather than position power and formal authority

  12. 15.3 - Gender Differences in Leadership Behaviors

  13. From Management to Leadership • Good management is essential to organizations • However, good managers must be leaders • Management promotes stability and order within the existing organizational structure

  14. From Management to Leadership • Leadership motivates toward vision and change • Leadership cannot replace management, there should be a balance of both

  15. 15.4 Leader and Manager Qualities

  16. Leadership Traits • Early research on leadership focused on traits • Traits – distinguishing personal characteristics of a leader • Intelligence, honesty, self-confidence and appearance • Great Man Approach to leadership • Traits are reemerging as a leadership interest

  17. Leadership Traits • Effective leaders possess varied traits and combine these with their strengths • Strengths – natural talents and abilities that have been supported and reinforced with learned knowledge and skills • Provides individual with best tools for accomplishment and satisfaction

  18. 15.5 Personal Characteristics of Leaders

  19. Behavioral Approaches • Research beyond leadership traits • Defined two leadership behaviors: • Task-oriented behavior • People-oriented behavior • Foundation of important leadership studies

  20. Ohio State Studies Identified two major behaviors: • Consideration; people oriented • Mindful of subordinates • Respects ideas and feelings • Establishes mutual trust • Initiating structure; task behavior • Task oriented • Directs work activities toward goals

  21. Michigan Studies Compared the behavior of effective and ineffective supervisors • Employee-centered leaders (most effective) • Establish high performance goals • Display supportive behavior • Job-centered leaders (not effective) • Less concerned with goal achievement/human needs • Focus on meeting schedules, cost-management, and efficiency

  22. 15.6 The Leadership Grid

  23. Contingency Approaches How do situations influence leader effectiveness? • Situational model of leadership • Leadership model (Fiedler) • Substitutes for leadership concept

  24. Situational Theory of Leadership • Extension of behavioral theories • Focus on characteristics of followers • Seek appropriate leadership behavior • Subordinates vary in readiness determined by: • Degree of willingness and ability a subordinate demonstrates while performing a task

  25. 15.7 The Situational Model of Leadership

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

  27. 15.8 How Leader Style Fits the Situation

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

  29. 15.9 Substitutes and Neutralizers for Leadership

  30. Charismatic and Transformational 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 • Ability to understand and empathize • Empowering and trusting subordinates • Visionary leaders speak to the hearts of employees to be a part of something big

  31. Transformational versus Transactional Leadership

  32. Followership • Organization does not exist without followers • Understand followers: critical thinking versus dependent uncritical thinking • Alienated follower • Passive follower • Conformist • Pragmatic survivor • Effective follower

  33. 15.10 Styles of Followership

  34. Power and Influence • Position Power • Legitimate power • Reward power • Coercive power • Personal Power • Expert power • Referent power Both leaders and followers use power to get things done

  35. Power and Influence • Other sources of power • Personal effort • Network of relationships • Information

  36. 15.11 Six Interpersonal Influence Tactics for Leaders

More Related