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8/16/2019 Leadership. Abrdgd.ch.12
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Chapter
12 Leadership
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• What is Leadership
• Who is a Leader
• What is the difference between aManager and a Leader
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MANAGING AND LEADING
Leadership isThe process of directing, controlling, motivating, andinspiring staff to ard the reali!ation of statedorgani!ational goals
A leader is one whoInfl"ences others to attain goals#Challenge the process
Inspire a shared vision$ etc#%acilitates or g"ides the follo ers as a coach andmentor so the& ma& t"rn into leaders themselves#
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'o"rces (f )o er
Control over p"nishments
Appealing personal
characteristics
A"thorit&
)o er
Control over re ards
E*pertise
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)o er And Leadership
)o er )o er is central to effective leadership# It is the a+ilit& toinfl"ence other people
'o"rces of po er legitimate power leader has organi!ational a"thorit&
emplo&ees are o+ligated to compl& ith legitimate orders
reward power leader has control over val"ed re ardscoercive power leader has control over p"nishments
referent power leader has personal characteristics that appealto others and ma-e them desiro"s of the leader.s approvalexpert power leader has -no ledge that others feel ill +e of
+enefit to them
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Trait theories ass"me certain meas"ra+lecharacteristics e*ist that are "ni/"e to leaders
Behavioural theories attend onl& to o+serva+le +ehavio"rs and ho leaders act
Situational and contingency approaches emphasi!econte*t"al factors as -e& to leadershipeffectiveness
Traditional Approaches To0nderstanding Leadership
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Traditional Approaches To0nderstanding Leadership
Leader traitstrait approach foc"ssed on individ"al leaders to determinethe personal characteristics that great leaders sharecharacteristics that disting"ish effective leaders
drive characteristics that reflect a high level of effortleadership motivation the&want to lead integrity actions correspond to ordsself-confidence e*pectation that one is a+le to overcomeo+stacles and ma-e good decisions in the face of "ncertaint&knowledge of the business a+ilit& to interpret informationability to perceive the needs of others and to adjust one’sbehavior accordingly
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Traditional Approaches To0nderstanding Leadership cont#
Leader +ehaviors behavioral approach) so"ght toidentif& hat +ehaviors good leaders e*hi+it
task performance leader.s efforts to ens"re that the or- "nitreaches its goals
foc"s on or- speed, /"alit& and /"antit& of o"tp"t, and r"les
group maintenance actions ta-en to ens"re satisfaction ofthe gro"p mem+ers
develop and maintain harmonio"s or- relationshipsleader-member exchange theory foc"ses on the leader.s
+ehavior to ard individ"als on a personal +asisfoc"s is primaril& on gro"p maintenance +ehaviors e#g#, tr"st, opencomm"nication, m"t"al respect, m"t"al lo&alt& etc#
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Traditional Approaches To0nderstanding Leadership cont#
Leader +ehaviors cont# participation in decision making leader +ehaviors thatmanagers perform in involving their emplo&ees in ma-ingdecisions
autocratic leadership ma-es decisions and then anno"ncesthem to the gro"pdemocratic leadership solicits inp"t from others
"ses consens"s or ma3orit& vote to ma-e the final choice
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Traditional Approaches To0nderstanding Leadership cont#
Leader +ehaviors cont# Blake and Mouton’s Leadership rid
descri+ed a ide range of leadership st&lesrecommended a 4,4 st&le that is high on concern for people and
high on concern for prod"ctionignores the effect of the sit"ation
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1 2 3 4 5 6 7 8 9
!oncern for "roductionHighLow
1
2
3
4
5
6
7
8
9
! o n c e r n
f o r " e o p l e
High
Low
The Leadership Grid
TeamManagement
(9,9)
Middle of the RoadManagement
(5,5)
m!o"e#i$hedManagement(1,1)
%o&nt#' %l&Management
(1,9)
&tho#it'*%om!lian+e(9,1)
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Traditional Approaches To0nderstanding Leadership cont#
'it"ational approaches to leadership
leadership perspectives proposing that "niversall& importanttraits and +ehaviors do not e*ist, and that effective leadership
+ehavior varies from sit"ation to sit"ationre#uires the leader to first analy$e the situation and then decide
what to doTannen+a"m and 'chmidt three factors m"st +e considered
+efore deciding ho to lead%orces in the manager manager.s personal val"es, inclinations, feelingof sec"rit& and confidence in s"+ordinates etc#%orces in the s"+ordinate -no ledge, e*perience, interest in the tas-,"nderstanding and acceptance of organi!ational goals#%orces in the sit"ation nat"re of pro+lem, information needed to solvethis, time availa+le, gro"p coherence etc#
arg"ments remain valid toda&
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Traditional Approaches To0nderstanding Leadership cont#
'it"ational approaches to leadership cont#5room model foc"ses on ho leaders go a+o"t ma-ingdecisions
seven sit"ational factors "sed to anal&!e pro+lemseach +ased on a pro+lem attri+"tescored as either high or lo
ans ering a series of /"estions a+o"t the pro+lem attri+"tesleads one to 16 possi+le endpoints of the anal&sis
each endpoint recommends one of five decision st&lesdecision st&les indicate that there are several shades of
participation
"se of the model ens"res that important sit"ational factors areconsidered
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5room.s 'it"ational %actors %or)ro+lem Anal&sis
-% . /0 . 0 % 0%-
M /RT 0%- /%/MM TM-0T
L- -R . - -RT .-
L -L H// /%/MM TM-0T
R/ . /RT /R
/ -%T :-.
R/ - -RT .-
T- M %/M -T-0%-
The $ignifi+an+e of the de+i$ion to the $&++e$$of the !#o;e+t o# o#ganinowledge o# e?!e#ti$e in #elation to thi$!#o lem
The li>elihood that the team wo&ld +ommit it$elf to a de+i$ion that 'o& might ma>e on 'o own
The deg#ee to whi+h the team $&!!o#t$ the
o#gani
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0se of a"thorit& +& manager
Area of freedomfor s"+ordinates
DecideCons"lt
Individ"all& Cons"lt Gro"p %acilitate Delegate78 189 :
5room.s Leader Decision 't&les
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5room.s Model (f Leadership 't&le
Importance ofCommitment
Decision'ignificance
TeamCompetence
Gro"p E*pertise
Gro"p '"pport
Li-elihood ofCommitmentLeader E*pertise
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5room.s Model (f Leadership 't&le
Instr"ctions; The Matri* operates li-e af"nnel#
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0se of a"thorit& +& manager
Area of freedomfor s"+ordinates
DecideCons"lt
Individ"all& Cons"lt Gro"p %acilitate Delegate78 189 :
5room.s Leader Decision 't&les
C & ) i (
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Contemporar& )erspectives (nLeadership
Charismatic leadershipdominant and e*ceptionall& self confident, ith a strongconviction in the moral righteo"sness of their +eliefscomm"nicate high e*pectations for and confidence infollo ersartic"lates ideological goalsinspire their follo ers. tr"st, confidence, acceptance,o+edience, emotional involvement, affection, admiration, andhigher performance
C t & ) ti (
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Contemporar& )erspectives (nLeadership cont#
Transactional leadershiptraditional management thro"gh +"siness transactionsleaders ho manage thro"gh "sing their legitimate, re ard,and coercive po ers to give commands and e*change re ardsfor services rendereddispassionate leadership that does not inspire people to foc"son the interests of the organi!ation
Transformational leadershipmoves +e&ond transactional leadershiptransforms a vision into realit& and motivates people totranscend their personal interests for the good of the gro"p
C t & ) ti (
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Contemporar& )erspectives (nLeadership cont#
Transformational leadership cont# generating excitement three a&s
the& are charismatic provide individuali$ed attention do not treat ever&one ali-e
assign challenging or- to deserving people provide one on one mentoring to develop their people
the& are intellectually stimulating aro"se an a areness of pro+lems and potential sol"tions
artic"late the organi!ation.s opport"nities, threats, strengths, andea-nesses
stir the imagination and generate insights
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Thank You