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Leadership & Management

Explore the personal traits, power bases, and leadership behaviors essential for effective leadership within organizations. Understand diverse leadership theories like Hersey and Blanchard's situational theory and the path-goal model.

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Leadership & Management

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  1. Leadership & Management Reading for Lesson 4: Leadership in Organizations

  2. Reading Objectives • The student will comprehend the personal characteristics associated with effective leaders. • The student will know the five sources of power and how each causes different subordinate behavior. • The student will comprehend the leader behavior of initiating structure and consideration and when they should be used. • The student will comprehend Hersey and Blanchard's situational theory and its application to subordinate participation. • The student will comprehend the path-goal model of leadership.

  3. Discussion Objectives • Demonstrate how the five bases of power are manifest in behavior • Relate Hersey and Blanchard’s Situational Theory to the personnel and organization of a Navy warship • Discuss personal traits that are useful to a leader and determine if these traits are more valuable in some situations than in others

  4. Personal Characteristics of Effective Leaders • Physical • Activity • Energy • Social background • Mobility

  5. Personal Characteristics of Effective Leaders • Intelligence and ability • Judgment, decisiveness • Knowledge • Fluency of Speech

  6. Personal Characteristics of Effective Leaders • Personality • Alertness • Originality, creativity • Personal integrity, ethical conduct • Self-confidence

  7. Personal Characteristics of Effective Leaders • Work-related • Achievement drive, desire to excel • Drive for responsibility • Responsibility in pursuit of goals • Task orientation

  8. Personal Characteristics of Effective Leaders • Social • Ability to enlist cooperation • Cooperativeness • Popularity, prestige • Sociability, interpersonal skills • Social participation • Tact, diplomacy

  9. Sources of Power • Legitimate • Reward • Coercive • Expert • Referent

  10. Leadership Behaviors • Consideration • Considerate of subordinates • Respects their ideas • Mutual Trust • Initiating Structure • Give Instructions • Spend time planning • Emphasize deadlines • Schedule work activities.

  11. Hersey and Blanchard’s Situational Theory • Subordinates vary in their readiness level. • Low task readiness: • Limited skill • Lack of training • Insecurity • High task readiness: • Ability • Skill • Confidence • Willingness to work

  12. Hersey and Blanchard’s Situational Theory • Adopt a style appropriate to your subordinates. • Low level of task readiness: • Tell them what to do • How to do it • When to do it • High level of task readiness: • Provide general goals • Delegate sufficient authority to do the task • Expect followers to complete the task as they see fit

  13. Path Goal Theory • The leader tries to increase subordinates motivation to attain personal and organizational goals.

  14. Path Goal Theory Contingencies • Leader behavior (style) • Supportive • Directive • Participative • Achievement-oriented

  15. Path Goal Theory Contingencies • Situational Contingencies • Characteristics of the workers • Work environment • Use of rewards • Clarify the path to the rewards • Increase the rewards

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