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Management meeting and exceeding customer expectation 8th ch15

Leadership

Chapter 15

MANAGEMENT
Meeting and Exceeding Customer Expectations
EIGHTH EDITION
Prepared by
Deborah Baker
Texas Christian University
Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved

1


learning objectives
1. Discuss leadership traits, skills, and behaviors
2. Differentiate between management and
leadership

3. Describe the five sources of power leaders may

possess

4. Differentiate between positive and negative
motivation

5. Describe the three decision-making styles used
Chapter 15

by leaders

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved

2


learning objectives

(continued)

6. Explain the two primary approaches leaders can
take: task centered and people centered

7. Describe the three theories of situational
leadership

Chapter 15

8. Discuss the three challenges facing leaders

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved

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Leading










Establishing values, culture, and climate
Defining a mission
Identifying core competencies
Scanning environments
Sensing the need for change
Creating a vision for the future
Enlisting cooperation and support for the vision
Keeping people and processes focused on
satisfying various customers

Chapter 15

 Unleashing the full potential from human
resources

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved

4


Those Who Practice Leadership…

Guide
Direct

Counsel
Coach

Chapter 15

Persuade

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved

Inspire others

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Leadership and Influence

Leadership
Leadership

Chapter 15

Influence
Influence

The process of influencing
individuals and groups to set
and achieve goals

The power to sway people to
one’s will or views

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6


Leadership Variables
The
The leader
leader
Those
Those being
being led
led

Chapter 15

The
The circumstances
circumstances and
and situations
situations they
they are
are facing
facing

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved

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11

Leadership Traits

Chapter 15

Traits
Traits
Adaptable
Alert to social environment
Ambitious & achievement-oriented
Assertive
Cooperative
Decisive
Dependable
Dominant
Energetic
Persistent
Self-confident
Tolerant of stress
Willing to assume responsibility

Skills
Skills
Cleverness (intelligence)
Conceptual ability
Creativity
Diplomacy and tact
Fluency in speaking
Knowledge about the group task
Organizational ability
Persuasiveness
Social ability

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8


Leadership Behaviors

11

Yukl’s
Yukl’sLeadership
LeadershipBehaviors
Behaviors
Performance emphasis
Consideration
Inspiration
Praise-recognition
Structuring reward
contingencies
6. Decision participation
7. Autonomy-delegation
8. Role clarification
9. Goal setting
10. Training-coaching
11. Information dissemination
Chapter 15

1.
2.
3.
4.
5.

12.
13.
14.
15.
16.
17.
18.
19.

Problem solving
Planning
Coordinating
Work facilitation
Representation
Interaction facilitation
Conflict management
Criticism-discipline

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved

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22

Management versus Leadership
People Who Have Both Leadership Ability
and Management Ability

Chapter 15

Leadership
Ability

Management
Ability

People Who Have
Leadership Ability
but Are Not Managers
Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved

People Who Have
Management Ability
but Are Not Leaders

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22

Management versus Leadership

Chapter 15

Management
Management

Leadership
Leadership

Planning and budgeting

Establishing direction

Organizing and staffing

Aligning people

Controlling and problem
solving

Motivating and inspiring

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11


33

The Five Sources of Power

Legitimate
Legitimate

Chapter 15

Reward
Reward

Coercive
Coercive

Expert
Expert

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved

Referent
Referent

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The Five Sources of Power

 Legitimate Power – derives from their positions
in their organizations

 Coercive Power – result of the exercise of
legitimate power

 Reward Power – the right to promise or grant

rewards, such as raises and promotions, is often
the result of exercising legitimate power

 Expert Power – a person’s abilities, skills,

knowledge, and experience can exert influence
when others value them

 Referent Power – related to the kind of personality
Chapter 15

or personal attractiveness

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved

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44

Motivation Continuum
Opportunities for Advancement
Responsibility

Positive
Motivation

Recognition
Financial Rewards
Praise
Status
Threats

Chapter 15

Negative
Motivation

Reprimands
Financial Penalties
Suspension
Termination

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55

Decision-Making Styles

Autocratic
Autocratic
Style
Style

Chapter 15

Participative
Participative
Style
Style

Free-Rein
Free-Rein
Style
Style

Which
Whichstyle
style aamanager
manager chooses
choosesshould
should
relate
relateto
to the
thesituation
situation encountered.
encountered.
Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved

15


55

Leadership Styles and the
Distribution of Decision-Making
Authority
Manager’s Exercise of
Authority
Subordinates’ Share of
Decision-Making Authority

Autocratic Style

Chapter 15

Manager makes
decision,
announces it,
and seeks
feedback

Participative
Style
Manager makes
decision with input
from subordinates

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved

Free-Rein Style
Subordinate
makes decision
subject to limits
set by boss

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Autocratic Style
 Managers
Managersmust:
must:

 Know
Knowwhat
whatneeds
needsto
to be
bedone
done

 Possess
Possessexpert
expertpower
power

 Face
Face issues
issuesthat
thatthey
theyare
are best
bestequipped
equipped to
to solve
solve

 Create
Createsolutions
solutionsin
in which
whichimplementation
implementation does
does
not
notdepend
depend on
onothers
others

Chapter 15


 Desire
Desireto
to communicate
communicate through
throughorders
orders and
and
instructions
instructions

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved

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55

Participative Style
 Managers:
Managers:

Chapter 15


 Share
Share decision-making
decision-making authority
authority with
with
subordinates
subordinates

 Involves
Involvesothers
othersand
and lets
letsthem
thembring
bringtheir
their
viewpoints,
viewpoints,talents,
talents,and
and experiences
experiencesto
to bear
bear
on
onan
anissue
issue

 Use
Useto
to resolve
resolve issues
issuesthat
thataffect
affectmore
more than
than
just
justthe
the manager
manager

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18


Free-Rein Style

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 Managers:
Managers:

 Rely
Relyheavily
heavilyon
on delegation
delegationof
of authority
authority

 Set
Setlimits
limitsand
and remain
remainavailable
available for
for consultation
consultation

Chapter 15


 Hold
Hold participants
participantsaccountable
accountable for
for their
their actions
actions

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66

Emphasis of Task Orientation
Technology
Technology

Plans
Plans

Programs
Programs

Goals
Goals

Chapter 15

Methods
Methods

Deadlines
Deadlines

Getting
Getting the
the
work
work out
out

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66

Emphasis of People Orientation

Chapter 15

Teamwork
Teamwork

Relationships
Relationships

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved

Mutual
Mutual
Trust
Trust

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Chapter 15

66

The Leadership Grid

®

Source: This image is an adaptation of The Leadership Grid® figure as it appears in The Power to Change, Rachel McKee and Bruce Carlson
(Austin: Grid International, Inc.), p. 16. Copyright © 1999 by Grid International, Inc. Reproduced by permission of the owners.
Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved

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77

Theories of Situational Leadership

Contingency
Contingency
Model
Model

Chapter 15

Path–Goal
Path–Goal
Theory
Theory

Life-Cycle
Life-Cycle
Theory
Theory

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23


Chapter 15

77

Fielder’s Contingency Model

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77

House & Mitchell’s Path–Goal
Theory
Leadership style is effective on the basis of
how successfully leaders support their
subordinates’ perceptions of:

Chapter 15

 Goals that need to be achieved
 Rewards for successful performance
 Behaviors that lead to successful performance

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