Leadership chapter 17 (ppt 31页).ppt

PowerPointPresentationbyCharlieCookCopyright2005PrenticeHall,Inc.Allrightsreserved.,Copyright2005PrenticeHall,Inc.Allrightsreserved.,172,LEARNINGOUTLINEFollowthisLearningOutlineasyoureadandstudythischapter.,ManagersversusLeadersContrastleadersandmanagers.Explainwhyleadershipisanimportantbehavioraltopic.EarlyLeadershipTheoriesDiscusswhatresearchhasshownaboutleadershiptraits.Contrastthefindingsofthefourbehavioralleadershiptheories.Explainthedualnatureofaleadersbehavior.ContingencyTheoriesofLeadershipExplainhowFiedlerstheoryofleadershipisacontingencymodel.,Copyright2005PrenticeHall,Inc.Allrightsreserved.,173,LEARNINGOUTLINE(contd)FollowthisLearningOutlineasyoureadandstudythischapter.,ContingencyTheoriesofLeadershipContrastsituationalleadershipandtheleaderparticipationmodel.Discusshowpath-goaltheoryexplainsleadership.CuttingEdgeApproachestoLeadershipDifferentiatebetweentransactionalandtransformationalleaders.Describecharismaticandvisionaryleadership.LeadershipIssuesintheTwenty-FirstCenturyTellthefivesourcesofleaderspower.Discusstheissuestodaysleadersface.Explainwhyleadershipissometimesirrelevant.,Copyright2005PrenticeHall,Inc.Allrightsreserved.,174,LEARNINGOUTLINE(contd)FollowthisLearningOutlineasyoureadandstudythischapter.,WhatIsAnOrganization?Describethecharacteristicsofanorganization.Explainhowtheconceptofanorganizationischanging.WhyStudyManagement?Explaintheuniversalityofmanagementconcept.Discusswhyanunderstandingofmanagementisimportantevenifyoudontplantobeamanager.Describetherewardsandchallengesofbeingamanager.,Copyright2005PrenticeHall,Inc.Allrightsreserved.,175,ManagersVersusLeaders,ManagersAreappointedtotheirpositionCaninfluencepeopleonlytotheextentoftheformalauthorityoftheirpositionDonotnecessarilyhavetheskillsandcapabilitiestobeleaders,LeadersAreappointedoremergefromwithinaworkgroupCaninfluenceotherpeopleandhavemanagerialauthorityDonotnecessarilyhavetheskillsandcapabilitiestobemanagers,Leadershipistheprocessofinfluencingagrouptowardtheachievementofgoals.,Copyright2005PrenticeHall,Inc.Allrightsreserved.,176,EarlyLeadershipTheories,TraitTheories(1920s-30s)Researchfocusedonidentifyingpersonalcharacteristicsthatdifferentiatedleadersfromnonleaderswasunsuccessful.Laterresearchontheleadershipprocessidentifiedseventraitsassociatedwithsuccessfulleadership:Drive,thedesiretolead,honestyandintegrity,self-confidence,intelligence,job-relevantknowledge,andextraversion.,Copyright2005PrenticeHall,Inc.Allrightsreserved.,177,EarlyLeadershipTheories(contd),BehavioralTheoriesUniversityofIowaStudies(KurtLewin)Identifiedthreeleadershipstyles:Autocraticstyle:centralizedauthority,lowparticipationDemocraticstyle:involvement,highparticipation,feedbackLaissezfairestyle:hands-offmanagementResearchfindings:mixedresultsNospecificstylewasconsistentlybetterforproducingbetterperformanceEmployeesweremoresatisfiedunderademocraticleaderthananautocraticleader.,Copyright2005PrenticeHall,Inc.Allrightsreserved.,178,EarlyLeadershipTheories(contd),BehavioralTheories(contd)OhioStateStudiesIdentifiedtwodimensionsofleaderbehaviorInitiatingstructure:theroleoftheleaderindefininghisorherroleandtherolesofgroupmembersConsideration:theleadersmutualtrustandrespectforgroupmembersideasandfeelings.Researchfindings:mixedresultsHigh-highleadersgenerally,butnotalways,achievedhighgrouptaskperformanceandsatisfaction.Evidenceindicatedthatsituationalfactorsappearedtostronglyinfluenceleadershipeffectiveness.,Copyright2005PrenticeHall,Inc.Allrightsreserved.,179,EarlyLeadershipTheories(contd),BehavioralTheories(contd)UniversityofMichiganStudiesIdentifiedtwodimensionsofleaderbehaviorEmployeeoriented:emphasizingpersonalrelationshipsProductionoriented:emphasizingtaskaccomplishmentResearchfindings:Leaderswhoareemployeeorientedarestronglyassociatedwithhighgroupproductivityandhighjobsatisfaction.,Copyright2005PrenticeHall,Inc.Allrightsreserved.,1710,TheManagerialGrid,ManagerialGridAppraisesleadershipstylesusingtwodimensions:ConcernforpeopleConcernforproductionPlacesmanagerialstylesinfivecategories:ImpoverishedmanagementTaskmanagementMiddle-of-the-roadmanagementCountryclubmanagementTeammanagement,Copyright2005PrenticeHall,Inc.Allrightsreserved.,1711,ContingencyTheoriesofLeadership,TheFiedlerModel(contd)Proposesthateffectivegroupperformancedependsuponthepropermatchbetweentheleadersstyleofinteractingwithfollowersandthedegreetowhichthesituationallowstheleadertocontrolandinfluence.Assumptions:Acertainleadershipstyleshouldbemosteffectiveindifferenttypesofsituations.Leadersdonotreadilychangeleadershipstyles.Matchingtheleadertothesituationorchangingthesituationtomakeitfavorabletotheleaderisrequired.,Copyright2005PrenticeHall,Inc.Allrightsreserved.,1712,ContingencyTheories(contd),TheFiedlerModel(contd)Least-preferredco-worker(LPC)questionnaireDeterminesleadershipstylebymeasuringresponsesto18pairsofcontrastingadjectives.Highscore:arelationship-orientedleadershipstyleLowscore:atask-orientedleadershipstyleSituationalfactorsinmatchingleadertothesituation:Leader-memberrelationsTaskstructurePositionpower,Copyright2005PrenticeHall,Inc.Allrightsreserved.,1713,ContingencyTheories(contd),HerseyandBlanchardsSituationalLeadershipTheory(SLT)Arguesthatsuccessfulleadershipisachievedbyselectingtherightleadershipstylewhichiscontingentonthelevelofthefollowersreadiness.Acceptance:leadershipeffectivenessdependsonwhetherfollowersacceptorrejectaleader.Readiness:theextenttowhichfollowershavetheabilityandwillingnesstoaccomplishaspecifictaskLeadersmustrelinquishcontroloverandcontactwithfollowersastheybecomemorecompetent.,Copyright2005PrenticeHall,Inc.Allrightsreserved.,1714,ContingencyTheories(contd),HerseyandBlanchardsSituationalLeadershipTheory(SLT)CreatesfourspecificleadershipstylesincorporatingFiedlerstwoleadershipdimensions:Telling:hightask-lowrelationshipleadershipSelling:hightask-highrelationshipleadershipParticipating:lowtask-highrelationshipleadershipDelegating:lowtask-lowrelationshipleadership,Copyright2005PrenticeHall,Inc.Allrightsreserved.,1715,ContingencyTheories(contd),HerseyandBlanchardsSituationalLeadershipTheory(SLT)Positsfourstagesfollowerreadiness:R1:followersareunableandunwillingR2:followersareunablebutwillingR3:followersareablebutunwillingR4:followersareableandwilling,Copyright2005PrenticeHall,Inc.Allrightsreserved.,1716,ContingencyTheories(contd),LeaderParticipationModelPositsthatleaderbehaviormustbeadjustedtoreflectthetaskstructurewhetheritisroutine,nonroutine,orinbetweenbasedonasequentialsetofrules(contingencies)fordeterminingtheformandamountoffollowerparticipationindecisionmakinginagivensituation.Contingencies:decisionsignificance,importanceofcommitment,leaderexpertise,likelihoodofcommitment,groupsupport,groupexpertise,Copyright2005PrenticeHall,Inc.Allrightsreserved.,1717,ContingencyTheories(contd),LeaderParticipationModelContingencies:DecisionsignificanceImportanceofcommitmentLeaderexpertiseLikelihoodofcommitmentGroupsupportGroupexpertiseTeamcompetence,Copyright2005PrenticeHall,Inc.Allrightsreserved.,1718,ContingencyTheories(contd),Path-GoalModelStatesthattheleadersjobistoassisthisorherfollowersinattainingtheirgoalsandtoprovidedirectionorsupporttoensuretheirgoalsarecompatiblewithorganizationalgoals.Leadersassumedifferentleadershipstylesatdifferenttimesdependingonthesituation:DirectiveleaderSupportiveleaderParticipativeleaderAchievementorientedleader,Copyright2005PrenticeHall,Inc.Allrightsreserved.,1719,CurrentApproachestoLeadership,TransactionalLeadershipLeaderswhoguideormotivatetheirfollowersinthedirectionofestablishedgoalsbyclarifyingroleandtaskrequirements.TransformationalLeadershipLeaderswhoinspirefollowerstotranscendtheirownself-interestsforthegoodoftheorganizationbyclarifyingroleandtaskrequirements.Leaderswhoalsoarecapableofhavingaprofoundandextraordinaryeffectontheirfollowers.,Copyright2005PrenticeHall,Inc.Allrightsreserved.,1720,CurrentApproachestoLeadership(contd),CharismaticLeadershipAnenthusiastic,self-confidentleaderwhosepersonalityandactionsinfluencepeopletobehaveincertainways.Characteristicsofcharismaticleaders:HaveavisionAreabletoarticulatethevisionArewillingtotakeriskstoachievethevisionAresensitivetotheenvironmentandfollowerneedsExhibitbehaviorsthatareoutoftheordinary,Copyright2005PrenticeHall,Inc.Allrightsreserved.,1721,CurrentApproachestoLeadership(contd),VisionaryLeadershipAleaderwhocreatesandarticulatesarealistic,credible,andattractivevisionofthefuturethatimprovesuponthepresentsituation.Visionaryleadershavetheabilityto:ExplainthevisiontoothersExpressthevisionnotjustverballybutthroughbehaviorExtendorapplythevisiontodifferentleadershipcontexts,Copyright2005PrenticeHall,Inc.Allrightsreserved.,1722,CurrentApproachestoLeadership(contd),TeamLeadershipCharacteristicsHavingpatiencetoshareinformationBeingabletotrustothersandtogiveupauthorityUnderstandingwhentointerveneTeamLeadersJobManagingtheteamsexternalboundaryFacilitatingtheteamprocessCoaching,facilitating,handlingdisciplinaryproblems,reviewingteamandindividualperformance,training,andcommunication,Copyright2005PrenticeHall,Inc.Allrightsreserved.,1723,CurrentApproachestoLeadership(contd),TeamLeadershipRolesLiaisonwithexternalconstituenciesTroubleshooterConflictmanagerCoach,Copyright2005PrenticeHall,Inc.Allrightsreserved.,1724,LeadershipIssuesinthe21stCentury,ManagingPowerLegitimatepowerThepoweraleaderhasasaresultofhisorherposition.CoercivepowerThepoweraleaderhastopunishorcontrol.RewardpowerThepowertogivepositivebenefitsorrewards.,ExpertpowerTheinfluencealeadercanexertasaresultofhisorherexpertise,skills,orknowledge.ReferentpowerThepowerofaleaderthatarisebecauseofapersonsdesirableresourcesoradmiredpersonaltraits.,Copyright2005PrenticeHall,Inc.Allrightsreserved.,1725,DevelopingCredibilityandTrust,Credibility(ofaLeader)Theassessmentofaleadershonesty,competence,andabilitytoinspirebyhisorherfollowersTrustThebeliefoffollowersandothersintheintegrity,character,andabilityofaleader.Dimensionsoftrust:integrity,competence,consistency,loyalty,andopenness.Trustisrelatedtoincreasesinjobperformance,organizationalcitizenshipbehaviors,jobsatisfaction,andorganizationcommitment.,Copyright2005PrenticeHall,Inc.Allrightsreserved.,1726,ProvidingOnlineLeadership,ChallengesofOnlineLeadershipCommunicationChoosingtherightwords,structure,tone,andstylefordigitalcommunicationsPerformancemanagementDefining,facilitating,andencouragingperformanceTrustCreatingaculturewheretrustamongallparticipantsisexpected,encouraged,andrequired,Copyright2005PrenticeHall,Inc.Allrightsreserved.,1727,EmpoweringEmployees,EmpowermentInvolvesincreasingthedecision-makingdiscretionofworkerssuchthatteamscanmakekeyoperatingdecisionsindevelopbudgets,schedulingworkloads,controllinginventories,andsolvingqualityproblems.Whyempoweremployees?Quickerresponsesproblemsandfasterdecisions.Addressthepro