Current event 3
Lola2230
STU_griffin_8e_ppt_ch11.pptxStudent Version
The Nature of Leadership
Property: who leaders are.
Process: what leaders actually do.
What and Who?
© 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
11–2
2
Distinctions Between Management and Leadership
| Leadership | Activity | Management |
| Establishing direction and vision for the organization | Creating an agenda | Planning and budgeting, allocating resources |
| Aligning people through communications and actions that provide direction | Developing a human network for achieving the agenda | Organizing and staffing, structuring and monitoring implementation |
| Motivating and inspiring by satisfying needs | Executing plans | Controlling and problem solving |
| Produces useful change and new approaches to challenges | Outcomes | Produces predictability and order and attains results |
© 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
11–3
3
Types of Power in Organizations
Legitimate
Reward
Coercive
Referent
Expert
Types of Power
© 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
11–4
4
Power and Leadership
Legitimate request
Coercion
Personal identification
Information distortion
Inspirational appeal
Rational persuasion
Instrumental compliance
Uses of Power by Leaders
© 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
11–5
5
Approaches to Leadership
Job-centered behavior
Employee-centered behavior
Initiating-structure behavior
Consideration behavior
Leadership Behaviors Studies
Michigan Studies
Ohio State Studies
© 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
11–6
6
Situational Models of Leader Behavior
Least preferred coworker theory
Path-goal theory
Decision tree approach
Leader-member exchange approach
Situational Leadership Theories
© 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
11–7
7
LPC Theory Contingency Variables
Leader-member relations
Task structure
Position power
Situational Favorableness Variables
© 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
11–8
8
Path-Goal Theory
Directive
Supportive
Participative
Achievement-oriented
Subordinate’s Work Situation
Leader Behaviors
© 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
11–9
9
Using the Decision Tree Approach
Decision significance
Decision timeliness
Choice of Decision Tree Path
© 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
11–10
10
Decision-Making Style Choices
Decide (alone)
Consult (individually)
Consult (group)
Facilitate
Decision-Making Styles
Delegate
© 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
11–11
11
The Leader–Member Exchange Model
© 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
11–12
12
Related Approaches to Leadership
| Characteristics that Substitute for Leadership | ||
| Subordinate | Task | Organization |
| Ability Experience Need for independence Professional orientation Indifference towards organizational goals | Routineness The availability of feedback Intrinsic satisfaction | Formalization Group cohesion Inflexibility A rigid reward structure |
© 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
11–13
13
Charismatic Leadership
Energize others
Enable others
Envision the future
Charismatic Leaders
© 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
11–14
14
Transformational Leadership
Stimulate learning
Inspire new ways of thinking
Transmit a sense of mission
Transformational Leaders
© 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
11–15
15
Keys to Successful Leadership
Trusting in subordinates
Keeping cool
Being an expert
Simplifying things
Inviting dissent
Encouraging risk
Developing a vision
Successful Leadership
© 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
11–16
16
The Future of Leadership
Strategic Leadership
Cross-Cultural Leadership
Ethical Leadership
Emerging Approaches to Leadership
© 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
11–17
17
Political Behavior in Organizations
Inducement
Creation of an obligation
Coercion
Impression management
Persuasion
Common Political Behaviors
© 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
11–18
18
