Leadershi p Chapter Twelve Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Welcome message from author
This document is posted to help you gain knowledge. Please leave a comment to let me know what you think about it! Share it to your friends and learn new things together.
Transcript
Leadership
Chapter Twelve
Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Learning Objectives
LO 1 Discuss what it means to be a leader LO 2 Summarize what people want and what organizations need
from their leadersLO 3 Explain how a good vision helps you be a better leaderLO 4 Identify sources of power in organizationsLO 5 List personal traits and skills of effective leadersLO 6 Describe behaviors that will make you a better leader and
identify when the situation calls for themLO 7 Distinguish between charismatic and transformational leadersLO 8 Describe types of opportunities to be a leader in an organizationLO 9 Discuss how to further your own leadership development
12-2
Leadership
Leader One who influences others to attain goals. The greater the number of followers, the greater
the influence
12-3
Key Leadership Behaviors
1. Challenge the process2. Inspire a shared vision3. Enable others to act4. Model the way5. Encourage the heart
12-4
Vision
Vision A mental image of a
possible and desirable future state of the organization.
12-5
Leading and Managing
Supervisory leadership Behavior that
provides guidance, support, and corrective feedback for day-to-day activities.
Strategic leadership Behavior that gives
purpose and meaning to organizations, envisioning and creating a positive future.
12-6
Power and Leadership
Power The ability to influence others.
12-7
Sources of Power
12-8
Legitimate
Reward
ExpertReferent
Coercive
Sources of Power
12-9
Figure 12.1
Traditional Approaches to Understanding Leadership
Trait approach A leadership perspective that attempts to
determine the personal characteristics that great leaders share
12-10
Useful Leadership Characteristics
12-11
Drive
Leadership Motivation
Integrity
Self Confidence
Knowledge of the Business
Leader Behaviors
Behavioral approach A leadership perspective that attempts to identify
what good leaders do—that is, what behaviors they exhibit.
Task performance behaviors Actions taken to ensure that the work group or
organization reaches its goals.
12-12
Group Maintenance
Group maintenance behaviors Actions taken to
ensure the satisfaction of group members, develop and maintain harmonious work relationships, and preserve the social stability of the group
Leader-Member Exchange (LMX) theory Highlights the
importance of leader behaviors not just toward the group as a whole but toward individuals on a personal basis.
12-13
Participation in Decision Making
Autocratic leadership A form of leadership in which the leader makes
decisions on his or her own and then announces those decisions to the group
Democratic leadership A form of leadership in which the leader solicits input
from subordinates.Laissez-faire
leadership philosophy characterized by an absence of managerial decision making.
12-14
Leadership Grid
12-15
Figure 12.2
Situational Approaches to Leadership
Situational approach Leadership perspective proposing that universally
important traits and behaviors do not exist, and that effective leadership behavior varies from situation to situation.
12-16
The Vroom Model of Leadership
Vroom model A situational model
that focuses on the participative dimension of leadership.
12-17
Figure 12.3
Situational Factors forProblem Analysis
12-18
Table 12.2
Vroom’s Leader Decision Styles
12-19
Table 12.3
Fiedler’s Contingency Model
Fiedler’s contingency model of leadership effectiveness A situational approach to leadership postulating
that effectiveness depends on the personal style of the leader and the degree to which the situation gives the leader power, control, and influence over the situation.
12-20
Fiedler’s Analysis of Situations
12-21
Figure 12.4
Fiedler’s Contingency Model
Task-motivated leadership Leadership that
places primary emphasis on completing a task.
Relationship-motivated leadership Leadership that
places primary emphasis on maintaining good interpersonal relationships.
12-22
Hersey and Blanchard’s Situational Theory
Hersey and Blanchard’s situational theory A life-cycle theory of leadership postulating that
a manager should consider an employee’s psychological and job maturity before deciding whether task performance or maintenance behaviors are more important.
12-23
Hersey and Blanchard’s Situational Theory
Job maturity The level of the
employee’s skills and technical knowledge relative to the task being performed.
Psychological maturity An employee’s self-
confidence and self-respect.
12-24
Path-Goal Theory
Path-goal theory A theory that concerns how leaders influence
subordinates’ perceptions of their work goals and the paths they follow toward attainment of those goals.
12-25
The Path-Goal Framework
12-26
Figure 12.5
Substitutes for Leadership
Substitutes for leadership Factors in the
workplace that can exert the same influence on employees as leaders would provide.
12-27
Contemporary Perspectives on Leadership
Charismatic leader A person who is dominant, self-confident,
convinced of the moral righteousness of his beliefs, and able to arouse a sense of excitement and adventure in followers.
12-28
Contemporary Perspectives on Leadership
Transformational leader A leader who motivates people to transcend
their personal interests for the good of the group.
Transactional leaders Leaders who manage through transactions, using
their legitimate, reward, and coercive powers to give commands and exchange rewards for services rendered.
12-29
Contemporary Perspectives on Leadership
Level 5 leadership A combination of strong professional will
(determination) and humility that builds enduring greatness.
12-30
Authenticity
Authentic leadership A style in which the
leader is true to himself or herself while leading
Pseudo-transformational leaders Leaders who talk
about positive change but allow their self-interest to take precedence over followers’ needs
12-31
Opportunities for Leaders
Servant-leader A leader who serves
others’ needs while strengthening the organization.
Intergroup leader A leader who leads
collaborative performance between different groups or organizations
12-32
Opportunities for Leaders
Shared leadership Rotating leadership,
in which people rotate through the leadership role based on which person has the most relevant skills at a particular time.
Lateral leadership Style in which
colleagues at the same hierarchical level are invited to collaborate and facilitate joint problem solving.
12-33
Related Documents
