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Management - Chapter 16: Essentials of Leadership

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What is the nature of leadership? What are the important leadership traits and behaviors? What are the contingency approaches to leadership? What are some current issues in leadership development?

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Nội dung Text: Management - Chapter 16: Essentials of Leadership

  1. PowerPoint Presentation to Accompany Management, 10/e John R. Schermerhorn, Jr. Chapter 16:  Essentials of Leadership Prepared by:  Jim LoPresti University of Colorado, Boulder Published by: John Wiley & Sons, Inc.
  2. Planning Ahead — Chapter 16 Study Questions  What is the nature of leadership?  What are the important leadership traits  and behaviors?  What are the contingency approaches to  leadership?  What are some current issues in  leadership development? Management 10/e ­ Chapter 16 2
  3. Study Question 1: What is the nature of leadership?  Leadership.  The process of inspiring others to work hard to  accomplish important tasks.  Contemporary leadership challenges:  Shorter time frames for accomplishing things.  Expectations for success on the first attempt.  Complex, ambiguous, and multidimensional  problems.  Taking a long­term view while meeting short­term  demands. Management 10/e ­ Chapter 16 3
  4. Figure 16.1 Leading viewed in relationship to the other management functions. Management 10/e ­ Chapter 16 4
  5. Study Question 1: What is the nature of leadership?  Power.  Ability to get someone else to do something you want  done or make things happen the way you want.   Power should be used to influence and control  others for the common good rather seeking to  exercise control for personal satisfaction.  Two sources of managerial power:  Position power.  Personal power. Management 10/e ­ Chapter 16 5
  6. Study Question 1: What is the nature of leadership?  Position power.  Based on a manager’s official status in the  organization’s hierarchy of authority.  Sources of position power:  Reward power.  Capability to offer something of value.  Coercive power.  Capability to punish or withhold positive outcomes.  Legitimate power.  Organizational position or status confers the right to  control those in subordinate positions.  Management 10/e ­ Chapter 16 6
  7. Study Question 1: What is the nature of leadership?  Personal power.  Based on the unique personal qualities that a person  brings to the leadership situation.  Sources of personal power:  Expert power.  Capacity to influence others because of one’s  knowledge and skills.  Referent power.  Capacity to influence others because they admire  you and want to identify positively with you. Management 10/e ­ Chapter 16 7
  8. Figure 16.2 Sources of position power and personal power used by managers. Management 10/e ­ Chapter 16 8
  9. Study Question 1: What is the nature of leadership?  Visionary leadership.  Vision  A future that one hopes to create or achieve in  order to improve upon the present state of  affairs.  Visionary leadership  A leader who brings to the situation a clear and  compelling sense of the future as well as an  understanding of the actions needed to get  there successfully. Management 10/e ­ Chapter 16 9
  10. Study Question 1: What is the nature of leadership?  Meeting the challenges of visionary  leadership: Challenge the process. Show enthusiasm. Help others to act. Set the example. Celebrate achievements. Management 10/e ­ Chapter 16 10
  11. Study Question 1: What is the nature of leadership?  Servant leadership  Commitment to serving others.  Followers more important than leader.  “Other centered” not “self­centered”.  Power not a “zero­sum” quantity.  Focuses on empowerment, not power. Management 10/e ­ Chapter 16 11
  12. Study Question 1: What is the nature of leadership?  Servant Leadership and empowerment.  Empowerment.  The process through which managers enable and  help others to gain power and achieve influence.  Effective leaders empower others by providing them  with:  Information.  Responsibility.  Authority.  Trust. Management 10/e ­ Chapter 16 12
  13. Study Question 2: What are the important leadership traits and behaviors?  Traits that are important for leadership  success:  Drive  Self­confidence  Creativity  Cognitive ability  Business knowledge  Motivation  Flexibility  Honesty and integrity Management 10/e ­ Chapter 16 13
  14. Study Question 2: What are the important leadership traits and behaviors?  Leadership behavior  Leadership behavior theories focus on how leaders  behave when working with followers.  Leadership styles are recurring patterns of behaviors  exhibited by leaders.  Basic dimensions of leadership behaviors:  Concern for the task to be accomplished.  Concern for the people doing the work. Management 10/e ­ Chapter 16 14
  15. Study Question 2: What are the important leadership traits and behaviors?  Task concerns  People concerns  Plans and defines   Acts warm and  work to be done. supportive toward  followers.  Assigns task  responsibilities.  Develops social rapport  with followers.  Sets clear work   Respects the feelings of  standards. followers.  Urges task   Is sensitive to followers’  completion. needs.  Monitors performance   Shows trust in followers. results. Management 10/e ­ Chapter 16 15
  16. Study Question 2: What are the important leadership traits and behaviors?  Blake and Mouton Leadership Grid  Team management.  High task concern; high people concern.  Authority­obedience management.  High task concern; low people concern.  Country club management.  High people concern; low task concern.  Impoverished management.  Low task concern; low people concern.  Middle of the road management.  Non­committal for both task concern and people concern. Management 10/e ­ Chapter 16 16
  17. Figure 16.3 Managerial styles in Blake and Mouton’s Leadership Grid. Management 10/e ­ Chapter 16 17
  18. Study Question 2: What are the important leadership traits and behaviors?  Classic leadership styles:  Autocratic style.  Emphasizes task over people, keeps authority and information  within the leader’s tight control, and acts in a unilateral  command­and­control fashion.   Laissez­faire style.  Shows little concern for task, lets the group make decisions,  and acts with a “do the best you can and don’t bother me”  attitude.  Democratic style.  Committed to task and people, getting things done while  sharing information, encouraging participation in decision  making, and helping people develop skills and competencies. Management 10/e ­ Chapter 16 18
  19. Study Question 3: What are the contingency approaches to leadership?  Fiedler’s Contingency Model.  Good leadership depends on a match between  leadership and situational demands.  Determining leadership style:  Low LPC   task­motivated leaders.  High LPC   relationship­motivated leaders.  Leadership is part of one’s personality, and therefore  relatively enduring and difficult to change.  Leadership style must be fit to the situation. Management 10/e ­ Chapter 16 19
  20. Study Question 3: What are the contingency approaches to leadership?  Fiedler’s contingency model (cont.).  Diagnosing situational control:  Quality of leader­member relations (good or poor).  Degree of task structure (high or low).  Amount of position power (strong or weak).  Task oriented leaders are most successful in:  Very favorable (high control) situations.  Very unfavorable (low control) situations.  Relationship­oriented leaders are most successful in:  Situations of moderate control. Management 10/e ­ Chapter 16 20
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