Integrative Case Study
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greatleaders-stylesactivitiesandskillschap014.pptxChapter 14
Great Leaders: An Evidenced-Based Approach
Copyright © 2011 by the McGraw-Hill Companies, Inc. All rights reserved.
McGraw-Hill/Irwin
https://www.youtube.com/watch?v=yNqvXiUNe2o
TONIGHT I WANT YOU TO REVIEW THE SLIDES FOR ME …. WE HAVE COVERED THIS ALREADY GOOD PREP FOR EXAM
Leadership in the New Environment
Key leadership roles include:
A strategic vision to motivate and inspire
Empower employees
Accumulate and share internal knowledge
Gather and integrate external information
Challenge the status quo and enabling creativity
HOW DO LEADERS ENABLE CREATIVITY?
Table 14.1 - Nadler and Tushman’s Charismatic Leadership Styles
SIMPLY REVIEW TABLE
Table 14.2 – Summary Continuum of Leadership Styles Drawn From the Classic Studies and Theories of Leadership
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Figure 14.1 - The Tannenbaum and Schmidt Continuum of Leadership Behavior
WHERE DO YOU THINK A GOOD LEADER SHOULD BE?
SHOULD THEY BE THERE ALL THE TIME FOR EVERY SENERIO? WHEN WOULD A LEADER NEED TO BE ON THE BOSS-CENTERED SIDE?
Leadership Styles
Hersey and Blanchard’s situational approach to leadership:
Task style
Relationship style
The key for leadership effectiveness is to match up the situation with the appropriate style; the four basic styles being:
Telling style; Selling style; Participating style; Delegating style
WHAT DO THESE MEAN?? – (THEY SHOULD KNOW FROM PREVIOUS CHAPTERS AND COMMON SENSE)
TASK STYLE – GETTING THE JOB DONE IS THE FOCUS
RELATIONSHIP STYLE – BUILDING RELATIONSHIPS WITH YOUR STAFF
TELLING STYLE – DIRECT STAFF ON WHAT TO DO
SELLING STYLE – SELLING STAFF ON WHAT LEADER BELIEVES IS THE BEST OPTION – CHAMPIONS
PARTICIPATING STYLE – WORKING WITH STAFF TO COME UP WITH BEST SOLUTION
DELEGATING STYLE – LEADER ALLOWS STAFF TO COME UP WITH BEST SOLUTION
Leadership Styles (Continued)
The following represent the best evidence-based list concerning the most effective style of today’s leaders/managers:
Vision
Passion and self-sacrifice
Confidence, determination, and persistence
Image building
Role modeling
WHAT IS EVIDENCE BASED LEADERSHIP? = is making managerial decisions based on the best evidence available
WHAT DO THESE STYLES MEAN?? – CONTINUED ON NEXT PAGE
Leadership Styles (Continued)
External representation
Expectations of and confidence in followers
Selective motive arousal
Frame alignment
Inspirational communication
EXTERNAL REPRESENTATION = LEADERS REPRESENT THEIR COMPANY TO OUTSIDE PEOPLE OR GROUPS
SELECTIVE MOTIVE AROUSAL = (MOTIVE=NEED OR DESIRE THAT CAUSES A PERSON TO ACT) STIMULATE ACTION IN STAFF BY SHOWING THEM HOW THEY ARE INTEGRUAL PART OF VISION OF ORGANIZATION
FRAME ALIGNMENT = PART OF CHANGE MANAGEMENT – LINK BETWEEN STAFF VALUES, INTERESTS AND BELIEFS WITH THOSE OF THE LEADERS
Figure 14.2 - Mintzberg’s Managerial Roles
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DIFFERENT MANAGEMENT ROLES…
Figure 14.3 - Luthans’s Conceptual Categories of Real Managers’ Activities
REAL VIEW OF WHAT MANAGERS DO…REVIEW SLIDE
Roles and Activities of Leadership
What do successful managers do?
Spend relatively more time and effort socializing, politicking, and interacting with outsiders.
What do effective managers do?
Get the job done through high quantity and quality standards of performance.
Get the job done through people, requiring their satisfaction and commitment.
POLITICKING = activity undertaken for political reasons or ends, as campaigning TO GET SUPPORT FOR YOUR VISION…OR promoting oneself …COULD ALSO BE CALLED NETWORKING
BETTER TO BE SUCCESSFUL OR EFFECTIVE?
Figure 14.5 - Whetten and Cameron Model of Personal Skills
PERSONAL SKILLS NEEDED IN MANAGERS…
REVIEW SLIDE…CONTINUED ON NEXT SLIDE
Figure 14.6 - Whetten and Cameron Model of Interpersonal Skills
INTERPERSONAL SKILLS…
REVIEW SLIDE
Leadership Skills (Continued)
Other indirect techniques for developing leadership effectiveness
Training
Job design
Behavioral management
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