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Emotional Intelligence & Leadership. Trait & Behavior Model of Leadership. Contingency Models Of Leadership. The Nature Of Leadership. Gender & Leadership. Management & Leadership. Transformational Leadership. Chapter. 9. Leadership. Emotional

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  1. Emotional Intelligence & Leadership Trait & Behavior Model of Leadership Contingency Models Of Leadership The Nature Of Leadership Gender & Leadership Management & Leadership Transformational Leadership Chapter 9 Leadership

  2. Emotional Intelligence & Leadership Trait & Behavior Model of Leadership Contingency Models Of Leadership The Nature Of Leadership Gender & Leadership Management & Leadership Transformational Leadership LEARNING OBJECTIVES • After studying the chapter, you should be able to: • Describe what leadership is, when leaders are effective and ineffective, and the sources of power that enable managers to be effective leaders. • Identify the traits that show the strongest relationship to leadership, the behaviours leaders engage in, and the limitations of the trait and behavioural models of leadership. • Understand how contingency models of leadership enhance our understanding of effective leadership and management in organizations. • Understand the concept of transformational leadership is, and explain how managers can engage in it. • Characterize the relationship between gender leadership.

  3. Emotional Intelligence & Leadership Trait & Behavior Model of Leadership Contingency Models Of Leadership The Nature Of Leadership Gender & Leadership Management & Leadership Transformational Leadership CHAPTER OUTLINE • Management and Leadership, There is a Difference • The Nature of Leadership • Personal Leadership Style and Managerial Tasks • Leadership Styles Across Cultures • Power: The Key to Leadership • Empowerment: An Ingredient in Modern Management • Trait and Behaviour Models of Leadership • The Trait Model • The Behaviour Model • Contingency Models of Leadership • Fiedler’s Contingency Model • House’s Path-Goal Theory

  4. Emotional Intelligence & Leadership Trait & Behavior Model of Leadership Contingency Models Of Leadership The Nature Of Leadership Gender & Leadership Management & Leadership Transformational Leadership CHAPTER OUTLINE • Contingency Models of Leadership (Cont’d) • The Leader Substitutes • Bringing It All Together • Transformational Leadership • Being a Charismatic Leader • Stimulating Subordinates Intellectually • Engaging in Developmental Considerations • Distinction Between Transformational and Transactional Leadership • Gender and Leadership • Emotional Intelligence and Leadership

  5. Emotional Intelligence & Leadership Trait & Behavior Model of Leadership Contingency Models Of Leadership The Nature Of Leadership Gender & Leadership Management & Leadership Transformational Leadership MANAGEMENT & LEADERSHIP, There is a Difference • Effective leadership not required in all situation • Need to recognize where leadership is needed and the most effective means of having leadership in place • Leadership essential in situations of organizational change • Leaders might be: • The managers themselves • An appointed subordinate • A superior • A hired outsider or consultant Key is to match the right leader with the right situation!

  6. Emotional Intelligence & Leadership Trait & Behavior Model of Leadership Contingency Models Of Leadership The Nature Of Leadership Gender & Leadership Management & Leadership Transformational Leadership • Leadership • The process by which a person exerts influence over others and inspires, motivates and directs their activities to achieve group or organizational goals. • Effective leadership increases the firm’s ability to meet new challenges. • Leader • An individual who is able to exert influence over other people to help achieve group or organizational goals THE NATURE OF LEADERSHIP

  7. Emotional Intelligence & Leadership Trait & Behavior Model of Leadership Contingency Models Of Leadership The Nature Of Leadership Gender & Leadership Management & Leadership Transformational Leadership • Personal Leadership Style • The specific ways in which a manager chooses to influence others shapes the way that manager approaches the other tasks of management. • Leaders may delegate and support subordinates, while others are very authoritarian. The challenge is for managers at all levels to develop an effective personal management style. THE NATURE OF LEADERSHIP

  8. Emotional Intelligence & Leadership Trait & Behavior Model of Leadership Contingency Models Of Leadership The Nature Of Leadership Gender & Leadership Management & Leadership Transformational Leadership LEADERSHIP ACROSS CULTURES • Leadership styles may vary among different countries or cultures. • European managers tend to be more people-oriented than North American or Japanese managers. • Japanese managers are group-oriented, while North American managers focus more on profitability. • Time horizons also are affected by cultures. • Western firms often focus on short-run efforts and results. • Japanese firms have a longer-run perspective. • European firms fall somewhere between the North American and Japanese orientations.

  9. Emotional Intelligence & Leadership Trait & Behavior Model of Leadership Contingency Models Of Leadership The Nature Of Leadership Gender & Leadership Management & Leadership Transformational Leadership POWER: THE KEY TO LEADERSHIP Legitimate Expert Power Referent Reward Coercive

  10. Emotional Intelligence & Leadership Trait & Behavior Model of Leadership Contingency Models Of Leadership The Nature Of Leadership Gender & Leadership Management & Leadership Transformational Leadership POWER : The Key to Leadership • Legitimate Power • The authority that a manager has by virtue of his or her position in the firm. • Example: the power to hire or fire employees. • Reward Power • The ability of a manager to give or withhold tangible and intangible rewards. • Example: awarding pay raises or providing verbal praise for good performance. • Effective managers use reward power to signal to employees that they are doing a good job.

  11. Emotional Intelligence & Leadership Trait & Behavior Model of Leadership Contingency Models Of Leadership The Nature Of Leadership Gender & Leadership Management & Leadership Transformational Leadership POWER : The Key to Leadership • Coercive Power • The ability of a manager to punish others. • Examples: verbal reprimand, pay cuts, and dismissal • Limited in effectiveness and application; can have serious negative side effects. • Expert Power • Power that is based on special knowledge, skills, and expertise that the leader possesses. • First-line and middle managers have the most expert power; most often consists of technical ability.

  12. Emotional Intelligence & Leadership Trait & Behavior Model of Leadership Contingency Models Of Leadership The Nature Of Leadership Gender & Leadership Management & Leadership Transformational Leadership POWER : The Key to Leadership • Referent Power • Power that comes from subordinates’ and co-workers’ respect forthe personal characteristicsof a leader which earns their loyalty and admiration. - Usually held by and available for use by likable managers who are concerned about their workers.

  13. Emotional Intelligence & Leadership Trait & Behavior Model of Leadership Contingency Models Of Leadership The Nature Of Leadership Gender & Leadership Management & Leadership Transformational Leadership EMPOWERMENT: AN INGREDIENT IN MODERN MANAGEMENT • Empowerment • The process of giving workers at all levels more authority to make decisions and the responsibility for their outcomes. • Empowerment helps managers: • Get workers involved in the decisions. • Increase worker commitment and motivation. • Have time to focus on other issues. Effective managers usually empower substantial authority to workers.

  14. Emotional Intelligence & Leadership Trait & Behavior Model of Leadership Contingency Models Of Leadership The Nature Of Leadership Gender & Leadership Management & Leadership Transformational Leadership MODEL OF LEADERSHIP • Trait Model • Attempted to identify personal characteristics that cause effective leadership. • Research shows that certain personal “traits” do appear to be connected to effective leadership. • Many “traits” are the result of skills and knowledge and effective leaders do not necessarily possess all of these traits.

  15. Emotional Intelligence & Leadership Trait & Behavior Model of Leadership Contingency Models Of Leadership The Nature Of Leadership Gender & Leadership Management & Leadership Transformational Leadership MODEL OF LEADERSHIP • Behavioural Model • Identifies the two basic types of behaviour that many leaders engage in to influence their subordinates: • Consideration: employee-centered leadership behaviour indicating that a manager trusts, respects, and cares about subordinates • Initiating structure: job-oriented leadership behaviour that managers engage in to ensure that work gets done, subordinates perform their jobs acceptably, and the organization is efficient and effective. Both behaviours are independent; managers can be high or low on both behaviours.

  16. Emotional Intelligence & Leadership Trait & Behavior Model of Leadership Contingency Models Of Leadership The Nature Of Leadership Gender & Leadership Management & Leadership Transformational Leadership • Fiedler’s Model • Effective leadership is contingent on both the characteristics of the leader and of the situation. • Leader style is the enduring, characteristic approach to leadership that a manager uses and does not readily change. • Relationship-oriented style: leaders concerned with developing good relations with their subordinates and to be liked by them. • Task-oriented style: leaders whose primary concern is to ensure that subordinates perform at a high level so the job gets done.

  17. Emotional Intelligence & Leadership Trait & Behavior Model of Leadership Contingency Models Of Leadership The Nature Of Leadership Gender & Leadership Management & Leadership Transformational Leadership FIEDLER’S MODEL • Situation Characteristics affect how favourable a situation is for leading to occur. • Leader-member relations— how much workers likeand trust their leader. • Task structure— are tasks are clear-cut? • Position Power— the amount of legitimate, reward,and coercive power leaders have due to their position. Favourable = good relations, clear task, strong power

  18. Emotional Intelligence & Leadership Trait & Behavior Model of Leadership Contingency Models Of Leadership The Nature Of Leadership Gender & Leadership Management & Leadership Transformational Leadership FIEDLER’S CONTINGENCY THEORY OF LEADERSHIP

  19. Emotional Intelligence & Leadership Trait & Behavior Model of Leadership Contingency Models Of Leadership The Nature Of Leadership Gender & Leadership Management & Leadership Transformational Leadership FIEDLER’S CONTINGENCY THEORY OF LEADERSHIP Good Leader- Memebrs Relation Task Structure Poor Good Poor Moderate

  20. Emotional Intelligence & Leadership Trait & Behavior Model of Leadership Contingency Models Of Leadership The Nature Of Leadership Gender & Leadership Management & Leadership Transformational Leadership • Identifies situations where given types of managers might perform best. • Task-oriented best in very favourable/unfavourable • Relationship-oriented best in moderately favourable • Managers cannot change leader style • managers will be most effective when: • they are placed in situations that suit their leader style. • the situation can be changed to fit the manager’s leader style. FIEDLER’S MODEL IN APPLICATION

  21. Emotional Intelligence & Leadership Trait & Behavior Model of Leadership Contingency Models Of Leadership The Nature Of Leadership Gender & Leadership Management & Leadership Transformational Leadership HOUSE’S PATH – GOAL THEORY • A contingency model of leadership - effective leaders can motivate subordinates by: • Clearly identifying the outcomes workers are trying to obtain from their jobs. • Rewarding workers for high-performance and goal attainment with the outcomes they desire • Clarifying the paths to the attainment of the goals,remove obstacles to performance,and express confidence in worker’s ability.

  22. Emotional Intelligence & Leadership Trait & Behavior Model of Leadership Contingency Models Of Leadership The Nature Of Leadership Gender & Leadership Management & Leadership Transformational Leadership MOTIVATING WITH PATH - GOAL • Path-Goal identifies 4 leadership behaviours: Directive behaviours: set goals, assign tasks, show how to do things. Supportive behaviour: look out for the worker’s best interest. Participative behaviour: give subordinates a say in matters that affect them. Achievement-oriented behaviour: Setting very challenging goals, believing in worker’s abilities. • Which behaviour to be used depends on thenature of the subordinates and the tasks.

  23. MODEL OF LEADERSHIP • Behavioural Model • Identifies the two basic types of behaviour that many leaders engage in to influence their subordinates: • Consideration: employee-centered leadership behaviour indicating that a manager trusts, respects, and cares about subordinates • Initiating structure: job-oriented leadership behaviour that managers engage in to ensure that work gets done, subordinates perform their jobs acceptably, and the organization is efficient and effective. Both behaviours are independent; managers can be high or low on both behaviours.

  24. Fiedler’s Model • Effective leadership is contingent on both the characteristics of the leader and of the situation. • Leader style is the enduring, characteristic approach to leadership that a manager uses and does not readily change. • Relationship-oriented style: leaders concerned with developing good relations with their subordinates and to be liked by them. • Task-oriented style: leaders whose primary concern is to ensure that subordinates perform at a high level so the job gets done.

  25. Emotional Intelligence & Leadership Trait & Behavior Model of Leadership Contingency Models Of Leadership The Nature Of Leadership Gender & Leadership Management & Leadership Transformational Leadership • Leadership Substitute • Acts in the place of a leader and makes leadership unnecessary. Possible substitutes can be found in: • Characteristics of the subordinates: their skills, experience, motivation. • Characteristics of context: the extent to which work is interesting and fun. • Worker empowerment or self-managed work teams reduce leadership needs. • Managers should be aware that they do not always need to directly exert influence over workers. THE LEADER SUBSTITUTES MODEL

  26. Emotional Intelligence & Leadership Trait & Behavior Model of Leadership Contingency Models Of Leadership The Nature Of Leadership Gender & Leadership Management & Leadership Transformational Leadership • Leadership that: • Makes subordinates aware of the importance of their jobs and performance to the organization by providing feedback to the worker. • Makes subordinates aware of their own needs for personal growth and development. • Motivates workers to work for the good of the organization, not just themselves.

  27. Emotional Intelligence & Leadership Trait & Behavior Model of Leadership Contingency Models Of Leadership The Nature Of Leadership Gender & Leadership Management & Leadership Transformational Leadership BEING A CHARISMATIC LEADER • Charismatic Leader • An enthusiastic, self-confident transformational leader able to clearly communicate his or her vision of how good things could be by: • Being excited and clearly communicating excitement to subordinates. • Openly sharing information with employees so that everyone is aware of problems and the need for change. • Empowering workers to help with solutions. • Engaging in the development of employees by working hard to help them build skills.

  28. Emotional Intelligence & Leadership Trait & Behavior Model of Leadership Contingency Models Of Leadership The Nature Of Leadership Gender & Leadership Management & Leadership Transformational Leadership • Transactional Leaders • Use their reward and coercive powers to encourage high performance—they exchange rewards for performance and punish failure. • Push subordinates to change but do not seem to change themselves. • Do not have the “vision” of the transformational leader. TRANSACTIONAL LEADERSHIP

  29. Emotional Intelligence & Leadership Trait & Behavior Model of Leadership Contingency Models Of Leadership The Nature Of Leadership Gender & Leadership Management & Leadership Transformational Leadership • The # of women managers is  but is still relatively low in the top levels of management. • Research indicates that actually there is no gender-based difference in leadership effectiveness. • Women are seen to be more participative than men because they adopt the participative approach to overcome subordinate resistance to them as managers and they have better interpersonal skills.

  30. Emotional Intelligence & Leadership Trait & Behavior Model of Leadership Contingency Models Of Leadership The Nature Of Leadership Gender & Leadership Management & Leadership Transformational Leadership

  31. Emotional Intelligence & Leadership Trait & Behavior Model of Leadership Contingency Models Of Leadership The Nature Of Leadership Gender & Leadership Management & Leadership Transformational Leadership

  32. Emotional Intelligence & Leadership Trait & Behavior Model of Leadership Contingency Models Of Leadership The Nature Of Leadership Gender & Leadership Management & Leadership Transformational Leadership

  33. Emotional Intelligence & Leadership Trait & Behavior Model of Leadership Contingency Models Of Leadership The Nature Of Leadership Gender & Leadership Management & Leadership Transformational Leadership

  34. Emotional Intelligence & Leadership Trait & Behavior Model of Leadership Contingency Models Of Leadership The Nature Of Leadership Gender & Leadership Management & Leadership Transformational Leadership

  35. Emotional Intelligence & Leadership Trait & Behavior Model of Leadership Contingency Models Of Leadership The Nature Of Leadership Gender & Leadership Management & Leadership Transformational Leadership

  36. Emotional Intelligence & Leadership Trait & Behavior Model of Leadership Contingency Models Of Leadership The Nature Of Leadership Gender & Leadership Management & Leadership Transformational Leadership

  37. Emotional Intelligence & Leadership Trait & Behavior Model of Leadership Contingency Models Of Leadership The Nature Of Leadership Gender & Leadership Management & Leadership Transformational Leadership Trần Hải Linh CEO trẻ nhất VN Lenovo

  38. Emotional Intelligence & Leadership Trait & Behavior Model of Leadership Contingency Models Of Leadership The Nature Of Leadership Gender & Leadership Management & Leadership Transformational Leadership Hai ông chủ Google Lary Page và Sergey Brin

  39. Emotional Intelligence & Leadership Trait & Behavior Model of Leadership Contingency Models Of Leadership The Nature Of Leadership Gender & Leadership Management & Leadership Transformational Leadership • The Moods of Leaders: • affect their behaviour and effectiveness as leaders. • affect the performance of their subordinates. • Emotional Intelligence • Helps leaders develop a vision for their firm. • Helps motivate subordinates to commit to the vision. • Energizes subordinates to work to achieve the vision.

  40. Emotional Intelligence & Leadership Trait & Behavior Model of Leadership Contingency Models Of Leadership The Nature Of Leadership Gender & Leadership Management & Leadership Transformational Leadership SUMMARY

  41. Emotional Intelligence & Leadership Trait & Behavior Model of Leadership Contingency Models Of Leadership The Nature Of Leadership Gender & Leadership Management & Leadership Transformational Leadership THE END

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