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MGT100 Organization and Management

MGT100 Organization and Management. Topic VIII. Leadership and Managing People. Content Leadership and trust Human resource management Summary. Leadership and Trust. Managers versus leaders Theoretical background of leadership Contemporary leadership issues. Managers Compared to Leaders.

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MGT100 Organization and Management

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  1. MGT100 Organization and Management Topic VIII

  2. Leadership and Managing People • Content • Leadership and trust • Human resource management • Summary

  3. Leadership and Trust • Managers versus leaders • Theoretical background of leadership • Contemporary leadership issues

  4. Managers Compared to Leaders Leadership is the process of influencing a group toward the achievement of goals.

  5. Theoretical Backgroundof Leadership • Trait theories of leadership • Behavioral theories of leadership • Contingency theories of leadership • Emerging Approaches to Leadership

  6. Trait Theories of Leadership • Research focused on identifying personal characteristics that differentiated leaders from non-leaders was unsuccessful • Later research on the leadership process identified six traits associated with successful leadership • Drive, the desire to lead, honesty and integrity, self-confidence, intelligence, job-relevant knowledge, and

  7. Behavioral Theories of Leadership • University of Iowa Studies • The Ohio State studies • The leadership dimensions of the university of Michigan studies • Two-dimensional leadership theory of the University of Texas studies

  8. Behavioral Theories of Leadership • The Managerial Grid • Appraises leadership styles using two dimensions • Concern for People • Concern for production • Places managerial styles in five categories • Impoverished management • Task management • Middle-of-the-road management • Country club management • Team management

  9. Behavioral Theories of LeadershipManagerial Grid

  10. Contingency Theories of Leadership • Fiedler model: LPC • The Path-Goal theory • The leader-participation model • The situational leadership

  11. Contingency Theories of Leadership Fiedler Model • Assumptions • A certain leadership style should be most effective in different types of situations • Leaders do not readily change leadership styles • Matching the leader to the situation or changing the situation to make it favorable to the leader is required

  12. Contingency Theories of Leadership Findings of the Fiedler Model

  13. Contingency Theories of Leadership The Path-Goal theory • Environmental contingency factors: • Task structure • Formal authority • Work groups • Leader behaviour: • Directive • Supportive • Participative • Achievement: • Outcomes: • Performance • Satisfaction • Subordinate contingency factors: • Locus of control • Experience • Perceived ability

  14. Contingency Theories of Leadership The leader-participation model • Developed by Vroom and Yetton • Posits that leader behavior must be adjusted to reflect the task structure—whether it is routine, non-routine, or in between—based on a sequential set of rules (contingencies) for determining the form and amount of follower participation in decision making in a given situation

  15. Contingency Theories of Leadership The situational leadership • Developed by Hersey and Blanchard • An appropriate leadership style is contingent on followers’ readiness using two leadership dimensions • Task behavior • Relationship behavior • Leaders evaluate subordinates and adopt an appropriate style

  16. Contingency Theories of Leadership The situational leadership

  17. Emerging Approaches to Leadership • Charismatic leadership theory • Visionary leadership • Transactional leaders versus transformational leaders

  18. Emerging Approaches to Leadership • Transactional leaders • Guiding or motivating their followers in the direction of established goals by clarifying role and task requirements • Transformational leaders • Providing individualized consideration and intellectual stimulation, and possess charisma.

  19. Contemporary Leadership Issues • Team leadership • Gender differences and leadership • Leaders and power

  20. Team Leadership

  21. Gender Differences and Leadership • Research findings • Males and females use different styles • Women tend to adopt a more democratic or participative style unless in a male-dominated job • Women tend to use transformational leadership • Men tend to use transactional leadership

  22. Gender Differences and Leadership

  23. Leaders and Power Leadership power refers to the capacity of a leader to influence work actions ordecisions Five Sources of Power Coercive Reward Legitimate Expert Referent

  24. Leaders and Power

  25. Human Resource Management • Definition • HRM activities • The role of HRM in effective management

  26. Summary • Effective managers are usually people who are successful leaders or are able to manage the leadership role in their organization • Developing successful leaders enhances worker and organizational performance, while ineffective leadership can be disastrous

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