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PowerPoint Presentation. to accompany. Organizational Behavior 11 th Edition. Don Hellriegel and John W. Slocum, Jr. Chapter 9—Leading Effectively: Contemporary Developments. Prepared by Argie Butler Texas A&M University.

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  1. PowerPoint Presentation to accompany Organizational Behavior 11th Edition Don Hellriegel and John W. Slocum, Jr. Chapter 9—Leading Effectively: Contemporary Developments Prepared by Argie Butler Texas A&M University

  2. Learning Objectives for Leading Effectively: Contemporary Developments • State the characteristics of transactionalleadership. • Describe the features of charismaticleadership. • Discuss the attributes of authenticleadership. • Explain the nature of transformationalleadership. Chapter 9: PowerPoint 9.1

  3. Transactional Leadership: Interrelated Components Emphasizes passive management by exception Providescontingentrewards Transactional Leadership Exhibitsactive managementby exception Chapter 9: PowerPoint 9.2

  4. Practices of Effective Transactional Leaders • They ask: “What needs to be done?” • They ask: “What is right for the organization? • They develop action plans. • They take responsibility for decisions. • They take responsibility for communicating. Chapter 9: PowerPoint 9.3

  5. Reflects strength Extraordinary personal qualities Charismatic leadership Exhibitsdesiredbehaviors Emphasizes shared vision and values Promotessharedidentity Model of Charismatic Leadership (Figure 9.1) Chapter 9: PowerPoint 9.4

  6. Implications for Leaders • Gains power because their followers identify with them • Rare in business • Communication competency is critical • Socialized charismatic leader—possesses an egalitarian and empowering personality • Personalized charismatic leader—possesses a dominant Machiavellian, and self-centered personality Chapter 9: PowerPoint 9.5

  7. Stimulatesfolloweridentification Raises optimism Authentic Leadership Createshope Showspositiveemotions Reflectstrust Model of Authentic Leadership (Figure 9.2) Source: Based on Avolio, B.J., Gardner, W.L., Walumbwa, F.O., Luthans, F., and May, D.R. Unlocking the mask: A look at the process by which authentic leaders impact follower attitudes and behaviors. Leadership Quarterly, 2004, 15, 801-823. Chapter 9: PowerPoint 9.6

  8. Implications for Leaders • Influence followers’ attitudes and behaviors through identification, hope, trust, positive emotions, and optimism. • Knows oneself—strengths and limitations • Ethics and open communication are central • Focus on being a “servant” to followers and other stakeholders Chapter 9: PowerPoint 9.7

  9. Shows individualizedconsideration Providesinspirationalmotivation Transformationalleadership Fostersidealizedinfluence Createsintellectualstimulation Model of Transformational Leadership (Figure 9.3) Chapter 9: PowerPoint 9.8

  10. Inspirational Motivation • Displays great enthusiasm and optimism • Gets followers involved in and committed to a vision • Inspires others by what they say and do Chapter 9: PowerPoint 9.9

  11. Intellectual Stimulation • Urges followers to question assumptions,explore new methods and ideas, and takenew approaches to old situations • Actively seeks out new ideas and creativesolutions from followers • Doesn’t criticize followers’ ideas just becausethey differ from those of the leader Chapter 9: PowerPoint 9.10

  12. Intellectual Stimulation (Continued) • Relatively high tolerance for mistakes madeby conscientious followers • Focuses on the “what” in problems ratherthan the “who” to blame • Willing to abandon systems and practicesthat are no longer useful • Views risk taking as necessary and desirablefor long-term development and success Chapter 9: PowerPoint 9.10

  13. Idealized Influence • Often considers the needs and interests of their followers before their own • May willingly sacrifice personal gain • Can be trusted • Demonstrate high ethical and moral standards Chapter 9: PowerPoint 9.11

  14. Idealized Influence(Continued) • Can be very direct and challenging to some followers and empathetic and supportive of others • Minimizes the use of power for personal gain • Uses all power sources to move individuals and teams toward a vision and its goals Chapter 9: PowerPoint 9.11

  15. Individualized Consideration • May act as coach, mentor, teacher, facilitator, confidant,and counselor • Embraces and rewards individual differences to enhancecreativity and innovation • Encourages open dialogue with followers • Empowers followers to make decisions • Monitors followers to determine if they need additionalsupport or direction Chapter 9: PowerPoint 9.12

  16. Implications for Leaders • Needed more than ever at all levels • Encourages reasonable risk taking • Knows when to reject traditional ways of doing things • Vital to handling difficult and complex organizational threats, opportunities, and weaknesses Chapter 9: PowerPoint 9.13

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