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Mastering Leadership: Inspiring Vision and Empowering Success

This leadership guide covers establishing values, defining a mission, identifying competencies, change management, creating a vision, teamwork, and unleashing potential for success.

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Mastering Leadership: Inspiring Vision and Empowering Success

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  1. Leadership 2002 South-Western

  2. Leading is Concerned With • Establishing values, culture, and climate. • Defining a mission. • Identifying core competencies. • Scanning environments. • Sensing the need for change. • Creating a vision for the future. • Enlisting cooperation and support for that vision. • Keeping people and processes focused. • Unleashing the full potential of everyone. 2002 South-Western

  3. Leadership and Influence • Leadership: The process of influencing individuals and groups to set and achieve goals. • Influence: The power to sway other people to one’s will or views. 2002 South-Western

  4. Those Who Practice Leadership Guide Direct Counsel Coach Persuade Inspire others 2002 South-Western

  5. Leadership Three Sets of Variables 1. The leader 2. Those being led 3. Circumstances and situations they find themselves facing 2002 South-Western

  6. 1. Performance emphasis 2. Consideration 3. Inspiration 4. Praise-recognition 5. Structuring reward contingencies 6. Decision participation 7. Autonomy-delegation 8. Role clarification 9. Goal setting 10. Training-coaching 11. Information dissemination 12. Problem solving 13. Planning 14. Coordinating 15. Work facilitation 16. Representation 17. Interaction facilitation 18. Conflict management 19. Criticism-discipline The Yukl Group’s Nineteen Categories of Leadership Behavior 2002 South-Western

  7. Managers Organize Staff Plan Control Lead 2002 South-Western

  8. Relationship BetweenManagement and Leadership People Who Have Both Leadership Ability and Management Ability Leadership Ability Management Ability People Who Have Leadership Ability but Are Not Managers People Who Have Management Ability but Are Not Leaders 2002 South-Western

  9. Differences Between Management and Leadership Management Planning and budgeting Organizing and staffing Controlling and problem solving Leadership Establishing direction Aligning people Motivating 2002 South-Western

  10. Five Foundation Stones of Leadership • Legitimate Power – derives from their positions in their organizations. • Coercive Power – result of the exercise of legitimate power. • Reward Power – the right to promise or grant rewards, such as raises and promotions, is often the result of exercising legitimate power. • Expert Power – a person’s abilities, skills, knowledge, and experience can exert influence when others value them. • Referent Power – related to the kind of personality or personal attractiveness. 2002 South-Western

  11. Motivation Continuum Opportunity for Advancement Responsibility Recognition Financial Rewards Praise Status Positive Motivation Threats Reprimands Financial Penalties Suspension Termination Negative Motivation 2002 South-Western

  12. Leadership Styles and the Distribution of Decision-Making Authority Manager’s Exercise of Authority Subordinates’ Share of Decision-Making Authority Autocratic Style Manager makes decision, announces it, and seeks feedback. Participative Style Manager makes decision with input from subordinates. Free-Rein Style Subordinate makes decision subject to limits set by boss. 2002 South-Western

  13. Decision-Making Styles Free-rein style Which style a manager chooses should relate to the situation encountered. Participative style Autocratic style 2002 South-Western

  14. To Use the Autocratic Style Effectively • Managers must: • Know what needs to be done. • Possess expert power. • Face issues that they are best equipped to solve. • Create solutions in which implementation does not depend on others. • Desire to communicate through orders and instructions. 2002 South-Western

  15. Democratic Approach Works best for resolving issues that affect more than just the manager. Others in a manager’s unit know more than the manager does about an issue. Mutual trust and respect must exist. Subordinates must be willing to participate and be trained to do so. 2002 South-Western

  16. Free-Rein Style Relies heavily on delegation of authority. Works best when the parties have expert power. Works particularly well with managers and experienced professionals. 2002 South-Western

  17. Task Focus Emphasizes Technology Methods Plans Programs Deadlines Getting the work out Goals 2002 South-Western

  18. Focus on Employees Treats employees as valuable assets Emphasizes workers’ needs Builds teamwork Can increase job satisfaction Can decrease absenteeism 2002 South-Western

  19. Ohio State University Leader Behavior Studies Studied two factors: 1.Consideration defined as concern for subordinates’ ideas and feelings. • Leaders who rated high in consideration: • Communicated openly. • Developed teams. • Focused on subordinates’ needs. 2.Initiating structure defined as concern for goal achievement and task orientation. • Leaders who rated high in initiating structure were concerned with: • Deadlines. • Planning work. • Meeting schedules. 2002 South-Western

  20. Theories of Situational Leadership Fiedler’s Contingency Model House and Mitchell’s Path-Goal Theory Hersey and Blanchard’s Life-Cycle Theory 2002 South-Western

  21. The Path-Goal Theory Suggests that • Leadership style is effective or ineffective on the basis of how successfully leaders support their subordinates’ perceptions of: • Goals that need to be achieved. • Rewards for successful performance. • Behaviors that lead to successful performance. 2002 South-Western

  22. House and Mitchell (1974) Based on the Following Two Assumptions: 1. A leader’s behavior is acceptable and satisfying to subordinates to the extent that they view it as either an immediate source of satisfaction or as an instrument to some future satisfaction. 2. A leader’s behavior will increase subordinates’ efforts if it links satisfaction of their needs to effective performance and supports their efforts to achieve goals. 2002 South-Western

  23. House and Mitchell, 1974Four Kinds of Leadership Behavior 2. Supportive behavior (employee-oriented) 1. Instrumental behavior (task-oriented) 4. Achievement-oriented behavior (employee-oriented) 3. Participative behavior (employee-oriented) 2002 South-Western

  24. Two Situational Factors in the Path-Goal Theory 1. The personal characteristics of subordinates 2. The work environment 2002 South-Western

  25. Personal Characteristics of Subordinates Their abilities Self-confidence Personal needs and motivation Perceptions of their leaders 2002 South-Western

  26. Hersey and Blanchard’sLife-Cycle Theory • Builds on and combines ideas from the managerial grid and path-goal theory. • Does not allow for changes in situations. • Assumes that leaders are capable and mature. 2002 South-Western

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