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Leadership

Leadership. Leadership. Definitions & overview Power Trait approaches Contingency Transformational and transactional leadership Dysfunctional leadership. Leadership: Definitions & Overview. Ability to influence a group toward the achievement of goals Requires a leader and follower(s)

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Leadership

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  1. Leadership Leadership

  2. Leadership • Definitions & overview • Power • Trait approaches • Contingency • Transformational and transactional leadership • Dysfunctional leadership Leadership

  3. Leadership: Definitions & Overview • Ability to influence a group toward the achievement of goals • Requires a leader and follower(s) • Different from management?? • Leadership = doing the right things • Management = doing things right • Successful vs. effective managers Leadership

  4. Power • Power is the underlying ability, used or not, that a person has to influence the thoughts or actions of another person. • Social influence Leadership

  5. The Limits of Power • Is power unlimited? • Does power transfer from one setting to another? • The entrepreneurial transition • What about the Zone of Indifference? • Should power be unlimited? • “Power corrupts…” • Ethical implications of control over others Leadership

  6. No Work Sundays No Shop during lunch hour for boss ? Make coffee for the office Yes Work 40 hours in the week Yes Type letters Yes Perform filing Yes Work occasional paid overtime Outside zone of indifference: Extraordinary inducements required Inside zone of indifference: Normal inducements sufficient REQUESTED ACTION OBEY? The Zone of Indifference ? Bring sandwiches to boss for lunch No Type school papers for boss’s kids No “Fudge” boss’s expense accounts

  7. Sources of Power More on Charisma Associative Expert Coercive Informational Referent Reward Legitimate Charismatic Leadership

  8. Bases of Power Leadership

  9. Responses to the Use of Power Leadership

  10. Trait Approaches • A 1991 study shows strong evidence for these traits • Drive: achievement, ambition, energy, tenacity, and initiative • Leadership motivation: personalized vs. socialized • Honesty and integrity: truthful, ethical, principled • Self-Confidence: including emotional stability • Cognitive ability • Knowledge of the business • Weaker support was found for: • Charisma • Creativity and originality • Flexibility Leadership

  11. The Need for Power • Personalized • Desire for power for its own sake • Power to fulfill personal needs • Socialized • Desire for power to accomplish goals • Power to fulfill needs of others (and self, too) Leadership

  12. People Job Ohio State Model • Concern for people • Concern for the job (task, production) • Are they mutually exclusive? Leadership

  13. 9 Team Management Country Club Concern for People Middle of the Road 5 Impoverished Management Compliance with Authority 1 9 1 5 Concern for Production The Managerial Grid Leadership

  14. Situational Leadership • Blanchard & Hersey • Different people have different needs • One-style-fits-all leadership doesn’t work Leadership

  15. High Participate Sell S3 S2 Supportive Behavior S4 S1 Delegate Tell Low Low High Task Behavior Leadership Styles

  16. Development Levels Leadership

  17. Style 1: Directing The leader provides specific instructions and closely supervises task accomplishment Style 2: Coaching The leader continues to direct and closely supervise task accomplishment, but also explains decisions, solicits suggestions, and supports progress Style 3: Supporting The leader facilitates and supports subordinates’ efforts toward task accomplishment and shares responsibility for decision making with them Style 4: Delegating The leader turns over responsibility for decision making and problem solving to subordinates Leadership Styles Leadership

  18. Transformational and Transactional Leadership • Transactional leadership….. • Clarify task and role requirements • Provide structure and rewards • Meet subordinates’ social needs • Transformational leadership…. • Broadens and elevates subordinates’ interests • Promotes awareness and acceptance of a shared vision • Moves employees to pursue the best interests of the organization Leadership

  19. Becoming a Transformational Leader: The Four I’s • Idealized Influence • Serving as a role model • Inspirational Motivation • Encouraging subordinates to challenge processes and impart meaning to work • Intellectual Stimulation • Fostering subordinates’ sense of creativity and innovation • Individual Consideration • Attending and responding to individual needs Leadership

  20. Another Approach • Focusingattention on specific issues of concern, concentrating on analysis, problem solving, and action. • Communicatingwith empathy and sensitivity. • Demonstrating consistency and trustworthiness by one's behavior, being honest, sticking with a decision, and following through on decisions. • Expressing active concern for people including one's self, thus modeling self-regard, and reinforcing feelings of self-worth in others. Leadership

  21. Charismatic Power Back to Power • Self-confidence • Vision • Ability to articulate the vision • Strong convictions about the vision • Behavior that is out of the ordinary • Change agent • Environmental sensitivity Leadership

  22. Fatal Flaws of Leaders Who Derail • Insensitive to others • Aloof and arrogant • Betrayal of trust • Overly ambitious • Over-managing • Unable to think strategically • Unable to adapt to situations • Overly dependent on an advocate or mentor Leadership

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