Management by chuch williams chapter 14

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Management by chuch williams chapter 14

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Chapter 14 Leadership MGMT Chuck Williams Designed & Prepared by B-books, Ltd What Is Leadership? After reading these sections, you should be able to: explain what leadership is describe who leaders are and what effective leaders Leadership Differences Differences between between Leaders Leadersand and Managers Managers Leaders versus Managers MANAGERS MANAGERS LEADERS LEADERS Do Do things things right right Status Status quo quo Short-term Short-term Means Means Builders Builders Problem Problem solving solving Do Do the the right right thing thing Change Change Long-term Long-term Ends Ends Architects Architects Inspiring Inspiring && motivating motivating Leaders versus Managers American Americanorganizations organizations(and (andprobably probablythose thosein inmuch much of ofthe therest restof ofthe theindustrialized industrializedworld) world)are areunder underled led and andover overmanaged managed They Theydo donot notpay payenough enough attention attentionto todoing doingthe theright rightthing, thing,while whilethey they pay paytoo toomuch muchattention attentionto todoing doingthings thingsright right Warren WarrenBennis Bennis Who Leaders Are and What Leaders Do Leadership Leadership Traits Traits Leadership Leadership Behavior Behavior Leadership Traits Leaders differ from non-leaders: Leadership Behaviors Initiating Structure The degree to which a leader structures the roles of followers by setting goals, giving directions, setting deadlines, and assigning tasks Consideration The extent to which a leader is friendly, approachable, and supportive and shows concern for employees 2.2 Blake/Moulton Leadership Grid High 1,9 Concern for People Country Club Management Middle of the 5,5 Road 5,5 Impoverished 1,1 Management Low 1 2.2 Team 9,9 Management Low AuthorityCompliance 9,1 Concern for Production High Situational Approaches to Leadership After reading these sections, you should be able to: explain Fiedler’s contingency theory describe how path-goal theory works explain the normative decision theory 10 Adapting Leader Behavior: Path-Goal Theory Leadership Leadership Styles Styles Subordinate Subordinate and and Environmental Environmental Contingencies Contingencies Outcomes Outcomes 20 Leadership Styles • Directive – clarifying expectations and guidelines • Supportive – being friendly and approachable • Participative – allowing input on decisions • Achievement-Oriented – setting challenging goals 4.1 21 Subordinate and Environmental Contingencies Subordinate Environmental  Perceived Perceived ability ability  Task structure  Locus Locus of of control control  Experience Experience  Formal authority system  Primary work group 4.2 22 Path Goal Theory: When to Use Leadership Styles 4.2 23 Normative Decision Theory Decision Decision Styles Styles Decision Decision Quality Qualityand and Acceptance Acceptance 24 Decision Styles Leader accepts any decision supported by the entire group Leader solves the problem or makes the decision AI Solve Solvethe the problem problem yourself yourself AII Obtain Obtain information information Select Selectaa solution solution yourself yourself CI CII GII Share Shareproblem, problem, get ideas get ideasfrom from individuals individuals Select Selectaa solution solution yourself yourself Share Shareproblem problem with group, with group, get getideas ideas Make Makedecision, decision, which may which mayor or may maynot notreflect reflect input input Share Shareproblem problem with group with group Together Togethertry try to reach a to reach a solution solution Leader Leaderacts actsas as facilitator facilitator 5.1 25 Decision Quality and Acceptance • Using the right amount of employee participation: – improves decision quality – improves acceptance • Decision tree helps leader identify optimal level of participation 5.2 26 Strategic Leadership After reading this section, you should be able to: explain how visionary leadership (i.e., charismatic and transformational leadership) helps leaders achieve strategic leadership 27 Visionary Leadership Charismatic Charismatic Leadership Leadership Transformational Transformational Leadership Leadership 28 Charismatic Leadership • Creates an exceptionally strong relationship between leader and follower • Charismatic leaders: – articulate a clear vision based on values – model values consistent with vision – communicate high performance expectations – display confidence in followers’ abilities 6.1 29 Kinds of Charismatic Leaders • Ethical Charismatics – – – – – provide developmental opportunities are open to positive and negative feedback recognize others’ contributions share information show concern for the interests of the group • Unethical Charismatics – – – – control and manipulate followers what is best for themselves only want positive feedback motivated by self-interest 6.1 30 Ethical and Unethical Charismatic Leaders Charismatic Leader Behaviors Ethical Charismatics Exercising Power Use power to serve others Creating the vision Ask followers to help develop the vision Communicating with followers Engage in two-way communication Accepting feedback Are open to feedback Stimulating followers Want followers to think and to question the status quo Developing followers Focus on developing followers Living by moral standards Exhibit three virtues: courage, sense of fairness, integrity 6.1 31 Ethical and Unethical Charismatic Leaders Charismatic Leader Behaviors Unethical Charismatics Exercising Power Use power to dominate others Creating the vision Sole provider of vision Communicating with followers Engage in one-way communication, not open to input from others Accepting feedback Prefer yes-men, punish candid feedback Stimulating followers Don’t want followers to think, prefer uncritical acceptance of own ideas Developing followers Insensitive to followers’ needs Living by moral standards Follow standards only if they satisfy immediate self interests 6.1 32 Transformational Leadership • Generates awareness and acceptance of group’s purpose and mission • Gets followers to accomplish more than they intended or thought possible 6.2 33 Components of Transformational Leadership Charisma or idealized influence Inspirational motivation Intellectual stimulation Individualized consideration 6.2 34 ... Leadership Grid High 1,9 Concern for People Country Club Management Middle of the 5,5 Road 5,5 Impoverished 1,1 Management Low 1 2.2 Team 9,9 Management Low AuthorityCompliance 9,1 Concern for Production... change • Style is measured by the Least Preferred Coworker scale (LPC) – relationship-oriented – task-oriented 3.1 13 Leadership Style: Least Preferred Coworker Scale 3.1 14 Situational Favorableness... states that leaders can increase subordinate satisfaction and performance by clarifying and clearing the paths to goals and by increasing the number and kinds of rewards available for goal attainment

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Mục lục

  • Chapter 14 Leadership

  • What Is Leadership?

  • Leadership

  • Leaders versus Managers

  • Slide 5

  • Who Leaders Are and What Leaders Do

  • Leadership Traits

  • Leadership Behaviors

  • Blake/Moulton Leadership Grid

  • Situational Approaches to Leadership

  • Putting Leaders in the Right Situation: Fiedler’s Contingency Theory

  • Slide 12

  • Leadership Style: Least Preferred Coworker

  • Leadership Style: Least Preferred Coworker Scale

  • Situational Favorableness

  • Slide 16

  • Matching Leadership Styles to Situations

  • Path-Goal Theory

  • Basic Assumptions of Path-Goal Theory

  • Adapting Leader Behavior: Path-Goal Theory

  • Leadership Styles

  • Subordinate and Environmental Contingencies

  • Path Goal Theory: When to Use Leadership Styles

  • Normative Decision Theory

  • Decision Styles

  • Decision Quality and Acceptance

  • Strategic Leadership

  • Visionary Leadership

  • Charismatic Leadership

  • Kinds of Charismatic Leaders

  • Ethical and Unethical Charismatic Leaders

  • Slide 32

  • Transformational Leadership

  • Components of Transformational Leadership

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