Professional Documents
Culture Documents
Introduction
Research focuses on two key leadership issues: Why some organizational members become leaders while others do not Why some leaders are successful while others are not
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Not all leaders are managers, nor are all managers leaders.
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What is Leadership?
Leadership the process of influencing others to facilitate the attainment of organizationally relevant goals One does not have to be in a formal leadership position in order to exert leadership behavior
Relies on research that relates various traits to certain success criteria Research findings are contradictory
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Drive Desire to lead Honesty and integrity Self-confidence Intelligence Job-relevant knowledge
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Goals
Management of Change
External Environment
Task CONTENT 10
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Superior Intelligence: With IQ range from 115-130. Emotional Maturity (EQ): Self-confidence and capable of directing subordinates in a calm, conscientious manner. Have a sense of purpose and meaning in life.
Able to cope with the demands and stress of both their business and personal lives.
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Motivation Drive: Motivated by the opportunity to achieve the chance for power or control over a situation and by the need to self-actualize. Problem-solving skills: See a problem as both a challenge (Risk) and an opportunity to prove their managerial abilities (with drive and confidence.)
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Managerial skills:
1) Technical skills: help an individual determine how
things work.
2) Human Skills: help an individual interact with
other people.
3) Conceptual skills: help a manger understand how
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Leadership Behavior
Authoritarian Leadership: tends to be heavily
work centered, with little attention to the human element. View workers as factors of production.
Paternalistic Leadership: tends to be heavily work centered but has some consideration for the
personnel as well.
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Laissez-faire Leadership: is characterized by a lack of concern for either the people of the work.
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Leader-Subordinate Interactions
Leader
Authoritarian Leadership
Leader
Subordinate Subordinate Subordinate
Subordinate
Subordinate
Subordinate
Paternalistic Leadership
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Participative Leadership
Leader
Continual flow of info. from leader to subordinate Continual exch. of info. between leader and subordinate and/or between subordinates themselves.
Subordinate [Some degree of self-organizing with guiding protocols?]
Subordinate
Subordinate
Leader
Laissez-Faire Leadership
Occasional exch. of info between leader and subordinate
Subordinate
Subordinate
Subordinate
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Leadership Dimensions
A Leadership Grid
(Entail a concern for people and a concern for work )
High
Low
High
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Low Low
Contingency Approaches:
1. Fiedlers Contingency Model 2. The Managerial Grid 3. Charismatic and Transformational Leadership
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holds that leader effectiveness is determined by leadership style and situational variables.
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get along.
Task structure: is the degree to which the leaders job is laid out in advance. Leader position power: is the authority vested in a leaders position.
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(1, 9)
Country Club Manager
(9,9)
Team Builder
(5,5)
Organization Man
(1,1)
Do-Nothing Manager
1 Low
(9,1)
Production Pusher
9 High
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1 Low
Adequate organization performance is possible through balancing the necessity to get out work while maintaining morale of people at satisfactory level.
1 Low
1 Low
9 High
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Transactional Leader
Set goals and encourages employees to pursue them. Uses reward and punishment systems to generate compliance. Lets everyone know the objectives. (e.g. MBO) Interested in results rather than problemsolving process. Carefully spells out rewards for accomplishing objectives. Tends to support status quo. Avoids complexity and uncertainty by delegating responsibility to subordinates. Watches for mistakes/deviations from rules & regulations & then takes action. Relies on past knowledge to deal with future problems. (A systems engineer?)
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The Emerging Leadership Challenges (cont) Abilities and skills needed in the future leadership include being able to: Create a shared vision for everyone in the firm, Ensure customer satisfaction, Live the values that are critical to the company, Build internal teamwork and external partnerships, Think globally, appreciate cultural diversity, Develop and empower people,
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The Emerging Leadership Challenges (cont) Abilities and skills needed in the future leadership include being able to: Be able to anticipate opportunity (& risk), Learn how to achieve competitive advantage, Embrace change, share leadership, demonstrate personal mastery of the job, Show technological savvy, and Encourage constructive challenge.
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1,9 Managerial style 5,5 Managerial style 9,9 Managerial style Transformational leader Transactional leader
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Questions:
1.Describe the Leadership and Personal Characteristics Related to Managerial Effectiveness--Trait Theory, Superior Intelligence, Emotional Maturity, Motivation Drive, Problem-Solving Skills, Managerial Skills, and Leadership Skills 2. Compare and Contrast Theory X and Theory Y 3.Distinguish Among Four Styles of Leadership Behavior Authoritarian, Paternalistic, Participative, and Laissez-Faire 4. Explain the Concept of Self-Leaders and the Basic Rules of Behavior 5. Describe the Two Major Dimensions of Leadership -Concern for People and Concern for Work 6. Distinguish among the Contingency Leadership ApproachesFiedlers Contingency Model, the Managerial Grid, & Transformational Leadership
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