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LEADERSHIP CHAP01PP

CHAPTER ONE
LEADERSHIP AND ITS
IMPORTANCE

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© 2006 Prentice Hall


Learning Objectives
After reading this chapter, you should be able to
do the following:


Define and describe the leadership
process.



Discuss the similarity of leadership
and management in organizations.




Describe how power, influence and
authority are related to leadership.



Describe the types of power often used
by leaders.
© 2006 Prentice Hall

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Learning Objectives (cont.)
After reading this chapter, you should be able to
do the following:


Describe traits leaders often posses.



Discuss how leadership behaviors are
critical to a leader's effectiveness.



Describe how situational factors can
affect a leader's success.



Describe the three key tasks leaders
must carry out in order to be effective.
© 2006 Prentice Hall

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Leadership
Leadership is a process used by
an individual to influence group
members toward the achievement
of group goals, where the group
members view the influence as
legitimate.

© 2006 Prentice Hall

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Core Characteristics of a Definition
of Leadership
Single
Singleindividual
individual
usually
usuallyfulfills
fulfills
the
therole
rolefor
foraagroup
group

Systematic
Systematicand
and
continuous
continuousseries
series
of
ofactions
actions

CORE
CHARACTERISTICS
OF LEADERSHIP
Influence
Influenceis
isviewed
viewed
by
byfollowers
followersas
as
reasonable
reasonable&&justified
justified

Actions
Actionsfocus
focuson
on
influencing
influencing
behavior
behavior

Influence
Influenceis
isdirected
directed
toward
towardachieving
achieving
group
groupgoals
goals

© 2006 Prentice Hall

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Leadership Effectiveness
Indicators used to measure the effectiveness of
leaders:
 Job

performance

 Measures
 Group

of followers’ attitudes.

and organizational outcomes

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© 2006 Prentice Hall


Leadership vs. Management
Many writers have suggested that …
Leadership is "Doing the right things” or changing and
developing more effective organizations.
Management is “Doing things right" or a rational,
mechanical, and administrative activity to achieve goals.
Each of these views is incomplete and inhibits our
ability to understand the leader/manager role.
Management and leadership are closely related and
that the same individuals usually perform both
activities
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© 2006 Prentice Hall


Leadership Trait

A relatively permanent
characteristic that does not
change as the individual
moves from situation to
situation.

© 2006 Prentice Hall

1-8


Important Traits of Leaders
from Early Research
Physical or Personality or
Background Ability Traits
Traits

Task or
Social Traits

Activity or
energy

Assertiveness
Dominance

Motivation to
achieve

Education

Independence/Originality

Responsibility

Social status

Self-confidence

Initiative

Administrative ability

Persistence

Fluency of speech

Task orientation

Social perceptiveness

Cooperativeness

Adaptability
© 2006 Prentice Hall

Sociability

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Leadership Behaviors
The following are specific examples of leader
behaviors that many leaders use to influence
followers:


Explaining methods and techniques for followers
to use in completing tasks.



Being friendly and informative and encouraging
two-way communication.



Consulting with followers to obtain information
and opinions before making important decisions.



Praising followers for a job well done.



Expressing high expectations and confidence in
followers’ performance
© 2006 Prentice Hall

1-10


Situational Factors
and Leadership
Certain situational factors replace followers’ needs for
specific leader behaviors. In these situations, other
factors often provide followers with guidance,
motivation, and satisfaction. Examples of these
factors include:






Redesigned job tasks
Self-managed work groups
Reward systems
Follower self-leadership
Participative goal-setting programs
© 2006 Prentice Hall

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Three Key Leadership Tasks
I.I.Diagnose
Diagnosesituations
situationsand
and
followers
followers
(Is
(Isaaspecific
specificleadership
leadership
behavior
behaviorneeded?)
needed?)

III.
III.Modify
Modifysituation
situationand/or
and/or
follower
followercharacteristics
characteristics
(Redesign
(Redesignjob
jobtasks
tasksor
or
develop
developself
selfleadership
leadership
among
amongfollowers)
followers)

II.
II.Provide
Provideneeded
needed
leadership
leadershipbehavior
behaviorfor
for
situation
situationand
andfollower
follower
characteristics
characteristics
(Provide
(Providerewards,
rewards,direction,
direction,
and/or
and/orsupport
supportfor
forfollowers)
followers)
© 2006 Prentice Hall

1-12


Current Issues in Leadership
Ethics and fairness
 Diversity
 Leadership development
 Leading organizational change
 Transformational leadership


© 2006 Prentice Hall

1-13



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