Professional Documents
Culture Documents
Leadership
Learning Objectives
Explain what leadership is, when leaders are effective and ineffective, and the sources of power that enable managers to be effective leaders. Identify the traits that show the strongest relationship to leadership, the behaviors leaders engage in, and the limitations of the trait and behavioral models of leadership.
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Learning Objectives
Explain how contingency models of leadership enhance our understanding of effective leadership and management in organizations. Describe what transformational leadership is, and explain how managers can engage in it. Characterize the relationship between gender leadership.
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Question?
What is an individual who is able to exert influence over other people to help achieve group or organizational goals? A. Manager B. Leader C. Chief D. Organizer
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Figure 14.1
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Leadership Models
Trait Model
Attempt to identify personal characteristics that cause for effective leadership. Research shows that certain personal characteristics do appear to be connected to effective leadership. Many traits are the result of skills and knowledge and effective leaders do not necessarily possess all of these traits.
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Leadership Models
Behavioral Model
Identifies the two basic types of behavior that many leaders engaged in to influence their subordinates
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Leadership Models
Behavioral Model
Consideration: leaders show subordinates they trust, respect, and care about them Managers look out for the well-being of their subordinates Do what they can to help subordinates feel good and enjoy the work they perform
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Leadership Models
Behavioral Model
Initiating structure: leaders take steps to make sure that work gets done, subordinates perform their work acceptably, and the organization is efficient and effective Managers assign tasks to groups and let subordinates know what is expected of them
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Fiedlers Model
Situation Characteristics
Leader-member relations extent to which followers like, trust, and are loyal to their leader Task structure extent to which the work to be performed is clear-cut so that a leaders subordinates know what needs to be accomplished and how to go about doing it
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Fiedlers Model
Situation Characteristics
Position Power - the amount of legitimate, reward, and coercive power leaders have due to their position. When positional power is strong, leadership opportunity becomes more favorable.
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Figure 14.2
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Question?
Which leadership behavior gives subordinates a say in matters that affect them? A. Directive behavior B. Supportive behavior C. Participative behavior D. Achievement-oriented behavior
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Discussion Question
Which leadership model is the most effective? A. Trait model B. Behavior model C. Fiedlers model D. Path-goal theory
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Transformational Leadership
Leadership that:
1. Makes subordinates aware of the importance of their jobs are for the organization and how necessary it is for them to perform those jobs as best they can so that the organization can attain its goals
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Transformational Leadership
2. Makes subordinates aware of their own needs for personal growth, development, and accomplishment 3. Motivates workers to work for the good of the organization, not just for their own personal gain or benefit
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Intellectual Stimulation
Intellectual Stimulation
Manager leads subordinates to view problems as challenges that they can and will meet and conquer Manager engages and empowers subordinates to take personal responsibility for helping to solve problems
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Developmental Consideration
Developmental Consideration
Manager supports and encourages subordinates, giving them opportunities to enhance their skills and capabilities and to grow and excel on the job
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Transactional Leadership
Transactional Leaders
Use their reward and coercive powers to encourage high performancethey exchange rewards for performance and punish failure. Push subordinates to change but do not seem to change themselves.
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