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Leadership

2. Our View of Leadership: Triadic Reciprocal Causation. Overview. Conceptualizing Leadership Leadership Definition Components of the Definition Followers

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Leadership

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    1. Leadership

    2. 2

    3. Overview Conceptualizing Leadership Leadership Definition Components of the Definition Followers & Leadership

    4. Conceptualizing Leadership The focus of group processes A personality perspective An act or behavior In terms of the power relationship between leaders & followers An instrument of goal achievement A skills perspective Leader at center of group change & activity – represents the “will” of the group combo of special traits/characteristics - allows them to affect others to accomplish tasks. 3. Things leaders do that bring about change 4. Leaders have power and use it to cause change 5. In helping group members achieve their goals/meet needs Leader at center of group change & activity – represents the “will” of the group combo of special traits/characteristics - allows them to affect others to accomplish tasks. 3. Things leaders do that bring about change 4. Leaders have power and use it to cause change 5. In helping group members achieve their goals/meet needs

    5. Leadership Defined Leadership is a process whereby an individual influences a group of individuals to achieve a common goal.

    6. Components Central to the Phenomenon of Leadership Is a process Involves influence Occurs within a group context Involves goal attainment

    7. LEADERSHIP DESCRIBED Trait vs. Process Leadership Assigned vs. Emergent Leadership Leadership & Power Leadership & Coercion Leadership & Management

    8. Trait vs. Process Leadership Certain individuals have special innate or inborn characteristics or qualities that differentiate them from nonleaders. Resides in select people Restricted to those with inborn talent

    9. Trait vs. Process Leadership Leadership is a property or set of properties possessed in varying degrees by different people (Jago, 1982). Observed in leadership behaviors Can be learned

    10. Assigned vs. Emergent Leadership Leadership based on occupying a position within an organization Team leaders Plant managers Department heads Directors An individual perceived by others as the most influential member of a group or organization regardless of the individual’s title Emerges over time through communication behaviors Verbal involvement Being informed Seek other’s opinions Being firm but not rigid

    11. Leadership & Power The capacity or potential to influence. Ability to affect others’ beliefs, attitudes & actions Referent Expert Legitimate Reward Coercive

    12. Leadership & Power Five Bases of Power

    13. Leadership & Power REFERENT POWER – Based on followers’ identification and liking for the leader. ex. A schoolteacher who is adored by her students has referent power. EXPERT POWER – Based on followers’ perceptions of the leader’s competence. ex. A tour guide who is knowledgeable about a foreign country has expert power. LEGITIMATE POWER – Associated with having status or formal job authority. ex. A judge who administers sentences in the courtroom exhibits legitimate power Five Bases of Power

    14. Leadership & Power REWARD POWER – Derived from having the capacity to provide rewards to others. ex. A supervisor who gives rewards to employees who work hard is using reward power. COERCIVE POWER – Derived from having the capacity to penalize or punish others. ex. A coach who sits players on the bench for being late to practice is using coercive power. Five Bases of Power

    15. Leadership & Power Power derived from office or rank in an organization Legitimate Reward Coercive Power is influence derived from being seen as likable & knowledgeable Referent Expert

    16. Leadership & Coercion Use of force to effect change Influencing others to do something via manipulation of rewards and penalties in the work environment Use of threats, punishments, & negative rewards Adolf Hitler Pol Pot David Koresh

    17. Leadership & Management Kotter (1990)

    18. Leadership & Management Kotter (1990)

    19. Leadership & Management Zaleznik (1977)

    20. 20 Who are the constituents of organizational leadership? PAST: employee, employee families, communities PRESENT: Stockholder, employee, employee families, communities, industry, state, country FUTURE: Stockholder, employee, employee families, communities, industry, state, country, legacy of leader, legacy of organization

    21. 21 The New Reality for Leadership OLD Paradigm Stability Control Competition Uniformity Self-centered Hero NEW Paradigm Change/crisis mgt. Empowerment Collaboration Diversity Higher purpose Humble Learning Organizations

    22. 22 Top Seven Reasons for Executive Derailment Acting with an insensitive, abrasive, intimidating, bullying style Being cold, aloof, arrogant Betraying personal trust Being overly ambitious, self-centered, thinking of next job, playing politics Having specific performance problems with the business Overmanaging, being unable to delegate or build a team Being unable to select good subordinates

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