MANAGEMENT

Assoc. Prof. Trịnh Thùy Anh

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Chapter 6. LEADERSHIP

2
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Content

Basic issues

Leadership model

Motivation theory

Effective leadership
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1. Leadership

Individual Others Objective

Science + Art
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Leader vs. Manager

Manager Leader
Nature Stable Changing
Regulation Create Break
Approach Specific Orientation
Culture Implementation Establishment
Conflict Avoid Usage
How to do available new

Leader: focus on people Reward Benefit Recognition

Decision Decision making Feasibility
making
Manager: focus on work Vision Long term Realistic
Style Specific Changing,
assignment influence
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Leader
• Self-confident
• Intelligence
• Decisive
• Integrity
• Motivated
• Work under pressure
• People caring
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Leadership styles

Coercive/autocratic Democratic Mix style

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Leadership methods

Administrative Economic Education

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2. Leadership models

Trait Behavi Compet Conting Transac Transfo

model or ency ency tional rmation
model model model model al
model
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Trait model
Leader: motivated,
The leader needs special trait to confident, clear
become a good leader vision
(Traditional model) communication to
subordinates

Employ
Informa ee
tion develop
sharing ment
Good
commun
ication
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Behavior Leadership
Leader’s nehavior affect to employee

Leader believe, CAO

respect and care to
People oriented employee

People oriented
Leader ensure
quality of work,
Work oriented efficiency
operation

THẤP CAO
Work oriented
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Competency Leadership

Evaluate people’s competency

Develop individuals who meet requirement of a position

Discover Developing Implementing

• Identify required • Evaluating • Position appointment

competency competency of • Employee motivation
manager • Performance
• Employee evaluation
development plan
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Contingency Leadership

Decision is made depend on situation/context

Environ
Relationship ment
oriented Relationshi
p
Leadership Context
model
Task Task
oriented features
Authority

10–13
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Contingency model
Employee
competency
Clearly identifying the outcomes workers are
trying to obtain from their jobs.
Com
Achievement
oriented
Suportive plic
ated
leve Rewarding workers for high-performance and
l of goal attainment with the outcomes they
desire
job
Participative Directive

Clarifying the paths to the attainment of the

goals, removing obstacles to performance, and
expressing confidence in worker’s ability

10–14
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Transactional leadership
Transactional leaders “exchange” rewards for performance and
punish failure.
Transactional leaders push subordinates to change but do not seem
to change themselves.

Obje
ctive
Objective setting
Super Maintai Mec
Reward & vision n hani
operatio sm
compensation n
Lead
Effective ershi
management p
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Transformational leadership
Change individuals toward objectives of the organization

Objective
Vision setting identified

Inspiring
Influence
Encouragi to
employee Opportunit
Motivating ng team ies for
work & developme
colaboratio nt
n
Empowering
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3. Motivation theory

Classical Psycholog Modern

theory y theory theory
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Motivation

Expectation Action

Motivation forming

Un- Pressure
Motivati Satisfied
satisfied to Actions
on needs
needs satisfy
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Classical theory
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Salary and
Effort to payment for
work
Salary product,
performance
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Psychology theory

Salary
Effort to
work Non-financial • Working environment
reward • Communication
opportunities
• Enjoyment
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Modern theory
3- Thuyết của David
1- Maslow theory(1808- 2- Thuyết E.R.G của
McCleland (1917-
1970) Clayton Alderfer
1998)
4. Herzberg two - factor theory (1923-2000)
5. Vroom expectancy theory (1964)
 6- Adams equity theory (1963)

Effort on work Reward for work

(1906-1964)
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4. Factors influencing leadership effectiveness

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Focus points
1. Which leadership style that you want to apply? Why?
2. Distinguish the difference between leadership
model?
3. How is the evolution of motivation theory?
4. Leadership effectiveness and its influencing factors?