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leadership

leadership or leadership stlye

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leadership

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  1. Leaders and Leadership Understanding and Managing Organizational Behavior Chapter 12 Sixth Edition Jennifer M. George & Gareth R. Jones Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

  2. Learning Objectives Describe what leadership is, when leaders are effective and ineffective, and the difference between formal and informal leaders Identify the traits that show the strongest relationship to leadership, the behaviors leaders engage in, and the limitations of the trait and behavior models of leadership Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

  3. Learning Objectives Explain contingency models of leadership and differentiate between four different contingency approaches Describe why leadership is not always a vital process in some work situations because substitutes for leadership exist Discuss transformational leadership and how it is achieved, explain how a leader’s mood affects followers, and appreciate how gender may affect leadership style Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

  4. How Sony’s CEO Changed Its Leadership Approach How can a new leader help improve performance? Fresh look at company problems Replace leaders that are uncooperative Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

  5. What Is Leadership? Leadershipis the exercise of influence by one member of a group or organization over other members to help the group or organization achieve its goals Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

  6. Leadership Leaders are individuals who exert influence to help meet group goals • Formal • Informal Leader effectiveness is the extent to which a leader actually does help Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

  7. Early Approaches to Leadership Leader Trait Approach Behavior Approach Fiedler’s Contingency Model Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

  8. The Leader Trait Approach • Energy/activity levels • Tolerance for stress • Integrity and honesty • Emotional maturity • Intelligence • Task-relevant knowledge • Dominance • Self-confidence Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

  9. The Leader Behavior Approach Consideration Initiating Structure Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

  10. The Behavior Approach Leader Reward Behavior Leader Punishing Behavior Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

  11. The Role of Traits and Behaviors Exhibit 12.2 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

  12. Fiedler’s Contingency Theory of Leadership • Leadership effectiveness determined by • The characteristic of individuals • The situations in which they find themselves • Distinct leader styles • Relationship oriented • Task oriented Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

  13. Measuring Leader Style Least preferred co-employee scale • High LPC leaders = relationship-oriented • Low LPC leaders = task-oriented Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

  14. Situational Characteristics Leader-member relations Task structure Position power Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

  15. Favorability of Situations for Leading Exhibit 12.3 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

  16. Fiedler’s Contingency Theory Exhibit 12.4 Task oriented: • Wants high performance and accomplishment of all tasks • Getting job done is first priority Relationship oriented: • Wants to be liked by and to get along well with subordinates • Getting job done is second priority Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

  17. Contemporary Perspectives Path-goal theory Vroom and Yetton model Leader-member exchange theory Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

  18. Path-Goal Theory Path-goal theory describes how leaders can motivate their followers to achieve group and organizational goals and the kinds of behaviors leaders can engage in to motivate followers Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

  19. Guidelines for Path-Goal Theory Determine what outcomes subordinates are trying to obtain in the workplace Reward subordinates for performing at a high level or achieving their work goals by giving them desired outcomes Make sure subordinates believe that they can obtain their work goals and perform at a high level Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

  20. Path-Goal Theory Exhibit 12.5 Effective leaders: • Motivate followers to achieve goals • Ensure they have control over outcomes their subordinates desire • Reward subordinates for performing at a high level • Raise subordinate beliefs about ability to achieve • Consider subordinate characteristics and type of work Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

  21. Path-Goal Theory: Types of Behaviors Directive Supportive Participative Achievement Oriented Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

  22. OB Today: A Sister Act • What’s the sisters’ approach to leadership? • Claire’s stores • Emphasis on delegation • Participative leadership Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

  23. Vroom and Yetton Model Autocratic Consultative Group Delegated Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

  24. Criteria for Decision-Making Style Nature of the tasks Level of task interdependence Output being produced Characteristics of the employees Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

  25. Leader-Member Exchange Theory Exhibit 12.6 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

  26. Leadership Substitutes and Neutralizers Characteristics of the subordinate Characteristics of the work Characteristics of the group Characteristics of the organization Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

  27. New Topics Transformational and charismatic leadership Transactional leadership Leader mood Gender and leadership Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

  28. Transformational Leadership Exhibit 12.7 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

  29. Characteristics of Transformational Leadership Charisma Transformational Leader Developmental Consideration Intellectual Stimulation Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

  30. . This work is protected by United States copyright laws and is provided solely for the use of instructors in teaching their courses and assessing student learning. Dissemination or sale of any part of this work (including on the WorldWideWeb) will destroy the integrity of the work and is not permitted. The work and materials from it should never be made available to students except by instructors using the accompanying text in their classes. All recipients of this work are expected to abide by these restrictions and to honor the intended pedagogical purposes and the needs of other instructors who rely on these materials. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without the prior written permission of the publisher. Printed in the United States of America. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall

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