《领导力培训LEADERSHIP IN ORGANIZATIONS1.ppt》由会员分享，可在线阅读，更多相关《领导力培训LEADERSHIP IN ORGANIZATIONS1.ppt（46页珍藏版）》请在三一办公上搜索。
1、LEADERSHIP IN ORGANIZATIONS,MANAGEMENT 6th Ed.By:Richard Daft,Prepared by:GREGAR DONAVEN E.VALDEHUEZA,MBALourdes College Instructor,Learning Objectives,Define leadership and explain its importance for organizations.Identify personal characteristics associated with effective leaders.Explain the five
2、sources of power and how each causes different subordinate behavior.Describe the leader behaviors of initiating structure and consideration and when they should be used.Describe Hersey and Blanchards situational theory and its application to subordinate participation.Explain the path-goal model of l
3、eadership.Discuss how leadership fits the organizational situation and how organizational characteristics can substitute for leadership behaviors.Describe transformational leadership and when it should be used.Explain innovative approaches to leadership in the new workplace.,The Nature of Leadership
4、,Leadership occurs among people,involves the use of influence,and is used to attain goals.Leadership:the ability to influence people toward the attainment of goals.,Leadership versus Management,Leader qualitiesSOULVisionaryPassionateCreativeFlexibleInspiringInnovativeCourageousImaginativeExperimenta
5、lInitiates changePersonal power,Manager qualitiesMINDRationalConsultingPersistentProblem solvingTough-mindedAnalyticalStructuredDeliberateAuthoritativeStabilizingPosition power,Major differences between manager and leader qualities relates to the source of power and the level of compliance it engend
6、ers within followers.,Power:the potential ability to influence others behavior.,Position Power,Legitimate PowerPower that stems from a formal management position in an organization and the authority granted to it.Reward PowerPower that results from the authority to bestow rewards on other people.Coe
7、rcive PowerPower that stems from the authority to punish or recommend punishment.,Personal Power,Expert PowerPower that stems from special knowledge of or skill in the tasks performed by subordinates.Referent PowerPower that results from characteristics that command subordinates identification with,
8、respect and admiration for,and desire to emulate the leader.,Empowerment,the giving or delegation of power;authority()Empowerment is the process of enabling or authorizing an individual to think,behave,take action,and control work and decision making in autonomous ways.()Empowering employees works b
9、ecause total power in the organization seems to increase.Everyone has to say and hence contributes more to organizational goals.,Leadership Traits,Traits:the distinguishing personal characteristics of a leader,such as intelligence,values,and appearance.,Personal Characteristics of Leaders,Physical C
10、haracteristics:EnergyPhysical staminaIntelligence&Ability:Intelligence,cognitive abilityKnowledgeJudgment,decisivenessPersonality:Self-confidenceHonesty&integrityEnthusiasmDesire to leadIndependence,Social Characteristics:Sociability,interpersonal skillsCooperativenessAbility to enlist cooperationTa
11、ct,diplomacyWork Related Characteristics:Achievement drive,desire to excelConscientiousness in pursuit of goalsPersistence against obstacles,tenacitySocial Background:EducationMobility,Autocratic versus Democratic Leaders,Autocratic leaderLeader who tends to centralize authority and rely on legitima
12、te,reward,and coercive power to manage subordinates.Democratic leaderLeader who delegates authority to others,encourages participation,and relies on expert and referent power to influence subordinates.,Leadership Continuum,Boss-Centered Leadership,Behavioral Approaches,Ohio State Studies2 major beha
13、viors:ConsiderationThe type of behavior that describes the extent to which the leader is sensitive to subordinates,respects their ideas and feelings,and establishes mutual trust.Initiating structureA type of leader behavior that describes the extent to which the leader is task oriented and directs s
14、ubordinates work activities toward goal attainment.,A leader may have any of four styles:high initiating structure low considerationhigh initiating structure high considerationlow initiating structure low considerationlow initiating structure high consideration,Michigan StudiesEmployee-centered lead
15、ers:Established high performance goals and displayed supportive behavior toward subordinates.Job-centered leaders:Less concerned with goal achievement and human needs in favor of meeting schedules,keeping costs low,and achieving production efficiency.,The Leadership GridA two-dimensional leadership
16、theory that measures leaders concern for people and concern for production.,Leadership Grid Figure,Contingency Approaches,A model of leadership that describes the relationship between leadership styles and specific organizational situations.,Fiedlers Contingency TheoryLeadership Style:Relationship-o
17、riented leader concerned with people,as in the consideration style.Task-oriented leader primarily motivated by task accomplishment,which is similar to the initiating structure style.,Leadership style was measured with a questionnaire known as the Least Preferred Coworker(LPC)scale.example:,open-guar
18、dedquarrelsome-harmoniousefficient-inefficient,Situation:Leadership situations can be analyzed in terms of three elements.Leader-member relations refers to group atmosphere and members attitude toward and acceptance of the leader.Task structure refers to the extent to which tasks performed by the gr
19、oup are defined,involve specific procedures,and have clear,explicit goals.Position power is the extent to which the leader has formal authority over subordinates.,How Leader Style Fits the Situation,A leader needs to know two things in order to use Fiedlers Contingency Theory:The leader should know
20、whether he/she has a relationship-or task-oriented style.The leader should diagnose the situation and determine whether leader-member relations,task structure,and position power are favorable or unfavorable.,Hersey and Blanchards Situational TheorySituational TheoryA contingency approach to leadersh
21、ip that links the leaders behavioral style with the task readiness of subordinates.,Four leadership styles:Telling style reflects a high concern for production and a low concern for people.(Directive style)Selling style based on a high concern for both people and production.Participating style based
22、 on a combination of high concern for people and low concern for production.Delegating style reflects a low concern for both people and production.,Low Readiness Level Telling StyleModerate Readiness Level Selling StyleHigh Readiness Level Participating StyleVery High Readiness Level Delegating Styl
23、e,Hersey-Blanchards Situational Theory of Leadership,Path-Goal TheoryA contingency approach to leadership specifying that the leaders responsibility is to increase subordinates motivation by clarifying the behaviors necessary for task accomplishment and rewards.This model is called a contingency the
24、ory because it consists of three sets of contingencies(leader behavior and style,situational contingencies,and the use of rewards to meet subordinates needs.)Fiedler Theory assumption would be to switch leaders as situations change.In Path-Goal Theory,leaders switch their behaviors to match the situ
25、ation.,Leader Roles in the Path-Goal Theory,Fourfold classification of leader behaviors:Supportive leadership involves leader behavior that shows concern for subordinates well-being and personal needs.This is similar to the consideration leadership.Directive leadership occurs when the leader tells s
26、ubordinates exactly what they are supposed to do.This is similar to the initiating-structure leadership.Participative leadership the leader consults with his/her subordinates about decisions.Achievement-oriented leadership occurs when the leader sets clear and challenging goals for subordinates.,Two
27、 important situational contingencies are:The personal characteristics of group members.Include such factors:AbilitySkillsNeedsMotivationsThe work environment.Include such factors:Degree of task structure the extent task are well-defined and have explicit descriptions and work procedures.Nature of fo
28、rmal authority system the amount of legitimate power used by managers and the extent to which policies and rules constrain employees behavior.The work group the educational level of subordinates and the quality of relationships among them.,Path-Goal Situations&Preferred Leader Behavior,Substitute fo
29、r LeadershipThe final contingency approach suggests that situational variables can be so powerful that they actually substitute for or neutralize the need for leadership.Substitute a situational variable that makes a leadership style unnecessary or redundant.Neutralizer a situational variable that c
30、ounteracts a leadership style and prevents the leader from displaying certain behaviors.,Substitute and Neutralizers for Leadership,Change Leadership,Transactional LeaderLeader who clarifies the role and task requirements of subordinates,initiate structure,provide appropriate rewards,and try to be c
31、onsiderate to and meet the social needs of subordinates.Charismatic LeaderLeader who has the ability to motivate subordinates to transcend their expected performance.,Impact of charismatic leaders is normally from:Stating a lofty vision of an imagined future that employees identify with.Vision an at
32、tractive,ideal future that is credible yet not readily attainable.Shaping a corporate value system for which everyone stands.Trusting subordinates and earning their complete trust in return.,Charismatic leaders tend to be less predictable than transactional leaders.They create an atmosphere of chang
33、e,and they may be obsessed by visionary ideas that excite,stimulate,and drive other people to work hard.Transformational LeaderA leader distinguished by a special ability to bring about innovation and change by recognizing followers needs and concerns,helping them look at old problems in new ways,an
34、d encouraging them to question the status quo.,Leading the New WorkplaceFour areas of particular interest for leadership in the new workplace are a new concept referred to as:Level 5 leadershipWomens ways of leadingVirtual leadershipServant leadership,The Level 5 Leadership Hierarchy,Leading the New
35、 WorkplaceFour areas of particular interest for leadership in the new workplace are a new concept referred to as:Level 5 leadershipWomens ways of leadingVirtual leadershipServant leadership,Recent research indicates that womens style of leadership is particularly suited to todays organizations.Femal
36、e managers score significantly higher than men on abilities such as motivating others,fostering communication,and listening.Interactive leadershipA leadership style characterized by values such as inclusion,collaboration,relationship building,and caring.,Leading the New WorkplaceFour areas of partic
37、ular interest for leadership in the new workplace are a new concept referred to as:Level 5 leadershipWomens ways of leadingVirtual leadershipServant leadership,People who excel as virtual leaders tend to be open-minded and flexible,exhibit positive attitudes that focus on solutions rather than probl
38、ems,and have superb communication,coaching,and relationship-building skills.Essentials in virtual environment:Building trustMaintaining open lines of communicationCaring about peopleBeing open to subtle cues from others,Leading the New WorkplaceFour areas of particular interest for leadership in the
39、 new workplace are a new concept referred to as:Level 5 leadershipWomens ways of leadingVirtual leadershipServant leadership,Servant leadership,first described by Robert Greenleaf,is leadership upside down because leaders transcend self-interest to serve others and the organization.Servant leaderA leader who works to fulfill subordinates needs and goals as well as to achieve the organizations larger mission.,END,Questions?Suggestions?Clarifications?Violent reactions?Everythings clear?HAVE A GOOD DAY!,
