Tải bản đầy đủ

Management 12e richard draft chapter 15

Chapter 15
Leadership

© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.


The Nature of Leadership


Many styles of leadership can be effective



People, influence, and goals
Leadership is the ability to influence people

toward the attainment of goals
Reciprocal, occurring among people
A “people” activity, different than administration

and problem solving


© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

2


Contemporary Leadership


Leadership evolves as the needs of the
organization change



Leadership has evolved with technology,
economic, labor, social, and cultural changes



Responding to the turbulence and uncertainty of
the environment

© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

3


Contemporary Leadership


Four approaches for today’s turbulent times:
Level 5 leadership
Servant leadership
Authentic leadership
Interactive leadership (gender differences)

© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

4



Level 5 Leadership
Highest level in a hierarchy of manager capabilities
 Lack of ego (humility)
 Fierce resolve to do what is best for organization
 Shy and self-effacing
 Credit other people

© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

5


15.1 Level 5 Hierarchy

© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

6


Servant Leadership


Work exists for the development of the worker



Servant leaders transcend self-interest to
serve others



Servant leaders give away power, ideas,
information, recognition, credit, and money

© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

7


Authentic Leadership






Leaders who know and understand themselves
Espouse and act with higher order ethical
values
Staying true to one’s values and beliefs
Inspire trust and commitment
Respect diverse viewpoints

© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

8


Authentic Leadership



Encourage collaboration
Help others learn, grow, and develop as leaders

© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

9


15.2 Components of Authentic
Leadership

© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

10


Gender Differences


Associated with Level 5 leaders and female
leaders



Interactive leadership means that the leader
favors a consensual and collaborative process
Influence derives from relationships rather than

position power and formal authority

© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

11


15.3 - Gender Differences in
Leadership Behaviors

© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

12


From Management to
Leadership


Good management is essential to organizations



However, good managers must be leaders



Management promotes stability and order
within the existing organizational structure

© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

13


From Management to
Leadership


Leadership motivates toward vision and
change



Leadership cannot replace management, there
should be a balance of both

© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

14


15.4 Leader and Manager
Qualities

© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

15


Leadership Traits


Early research on leadership focused on traits



Traits – distinguishing personal characteristics
of a leader
Intelligence, honesty, self-confidence and

appearance


Great Man Approach to leadership



Traits are reemerging as a leadership interest

© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

16


Leadership Traits


Effective leaders possess varied traits and
combine these with their strengths



Strengths – natural talents and abilities that
have been supported and reinforced with
learned knowledge and skills
Provides individual with best tools for

accomplishment and satisfaction

© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

17


15.5 Personal Characteristics
of Leaders

© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

18


Behavioral Approaches


Research beyond leadership traits



Defined two leadership behaviors:
Task-oriented behavior
People-oriented behavior



Foundation of important leadership studies

© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

19


Ohio State Studies
Identified two major behaviors:
Consideration; people oriented
Mindful of subordinates
Respects ideas and feelings
Establishes mutual trust

Initiating structure; task behavior
Task oriented
Directs work activities toward goals
© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

20


Michigan Studies
Compared the behavior of effective and ineffective
supervisors
Employee-centered leaders (most effective)
Establish high performance goals
Display supportive behavior

Job-centered leaders (not effective)
Less concerned with goal achievement/human needs
Focus on meeting schedules, cost-management, and
efficiency
© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

21


15.6 The Leadership Grid

© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

22


Contingency Approaches
How do situations influence leader
effectiveness?

 Situational model of leadership
 Leadership model (Fiedler)
 Substitutes for leadership concept

© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

23


Situational Theory of
Leadership


Extension of behavioral theories



Focus on characteristics of followers



Seek appropriate leadership behavior



Subordinates vary in readiness determined by:
Degree of willingness and ability a subordinate

demonstrates while performing a task

© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

24


15.7 The Situational Model of
Leadership

© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

25


Tài liệu bạn tìm kiếm đã sẵn sàng tải về

Tải bản đầy đủ ngay

×