2003 mcgraw-hill australia pty ltd ppts t/a organisational behaviour on the pacific rim by mcshane...
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2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione
C H A P T E RC H A P T E R 1414LeadershipLeadership
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 22
Chapter learning objectivesChapter learning objectives
1. List seven competencies of effective leaders.2. Describe the people-oriented and task-oriented
leadership styles.3. Outline the path-goal theory of leadership.4. Discuss the importance of Fiedler’s contingency
model of leadership.5. Contrast transactional and transformational
leadership.6. Describe the four elements of transformational
leadership.7. Identify three reasons why people inflate the
importance of leadership.8. Discuss similarities and differences in the
leadership styles of women and men.
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 33
The changing concept of leadershipThe changing concept of leadership
Our concept of leadership is changing, according to recent studies. ‘Leadership style has gone from an autocratic style to encouraging participation to achieve a common outcome’, explains Wal King, chief executive of Leighton Holdings.
Courtesy of Leighton Holdings
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 44
Courtesy of Leighton Holdings
What is leadership?What is leadership?
Leadership is the process of influencing people and providing an environment for them to achieve team or organisational objectives.
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 55
LeadershipLeadershipperspectivesperspectives
CompetencyCompetencyperspectiveperspective
BehaviourBehaviourperspectiveperspective
ContingencyContingencyperspectiveperspective
RomanceRomanceperspectiveperspective
TransformationalTransformationalperspectiveperspective
Perspectives of leadershipPerspectives of leadership
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 66
Seven leadership competenciesSeven leadership competencies
Drive Leadership motivation Integrity Self-confidence Intelligence Knowledge of the business Emotional intelligence
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 77
Leader behaviour perspectiveLeader behaviour perspective
People-oriented behaviours showing mutual trust and respect concern for employee needsdesire to look out for employee welfare
Task-oriented behavioursassign specific tasksensure employees follow rulespush employees to reach peak performance
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 88
Path-goal leadership stylesPath-goal leadership styles
Directive task-oriented behaviours
Supportivepeople-oriented behaviours
Participativeencouraging employee involvement
Achievement-orientedusing goal setting and positive self-fulfilling prophecy
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 99
Path-goal leadership modelPath-goal leadership model
EmployeeEmployeecontingenciescontingencies
EnvironmentalEnvironmentalcontingenciescontingencies
LeaderLeaderbehavioursbehaviours
• DirectiveDirective
• SupportiveSupportive
• ParticipativeParticipative
• Achievement-Achievement-orientedoriented
LeaderLeadereffectivenesseffectiveness
• Motivated Motivated employeesemployees
• Satisfied Satisfied employeesemployees
• Leader Leader acceptanceacceptance
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 1010
Directive Supportive Participative AchievementEmployeeEmployeecontingenciescontingencies
Path-goal contingenciesPath-goal contingencies
Skill/experience Low Low High High
Locus of control External External Internal Internal
Task structure Non-routine Routine Non-routine ?
Team dynamics –ve norms Low cohesion +ve norms ?
EnvironmentalEnvironmentalcontingenciescontingencies Directive Supportive Participative Achievement
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 1111
Other contingency leadership theoriesOther contingency leadership theories
Situational leadership model (Hersey/Blanchard)
effective leaders vary style with follower ‘readiness’
leader styles – telling, selling, participating and delegating
Fiedler’s contingency model leadership style is stable – based on personalitybest style depends on situational control – leader-member relations, task structure, position power
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 1212
Leadership substitutesLeadership substitutes
Conditions that limit a leader’s influence or make a particular leadership style unnecessary.
Examples:
training and experience replace directive leadership
cohesive team replaces supportive leadership
self-leadership replaces achievement-oriented leadership
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 1313
Transformational leadership at AESTransformational leadership at AES
AES looks for people who are both transactional and transformational leaders . ‘We need people who can both lead and manage’, says Dennis W. Bakke, CEO and co-founder of the global power company.
Courtesy of AES Corp
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 1414
Courtesy of AES Corp.
Transformational and transactional Transformational and transactional leadersleaders Transformational leaders
leading – changing the organisation to fit the environment
develop, communicate, enact a vision
Transactional leadersmanaging – linking job performance to rewards
ensure employees have necessary resources
apply contingency leadership theories
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 1515
TransformationalTransformationalleadershipleadership
CreatingCreatinga visiona vision
CommunicatingCommunicatingthe visionthe vision
BuildingBuildingcommitmentcommitment
ModellingModellingthe visionthe vision
Transformational leadership elementsTransformational leadership elements
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 1616
RomanceRomanceperspectiveperspective
of leadershipof leadership
AttributingAttributingleadershipleadership
StereotypingStereotypingleadershipleadership
Need forNeed forsituationalsituational
controlcontrol
Romance perspective of leadershipRomance perspective of leadership
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 1717
Gender issues in leadershipGender issues in leadership
Lieutenant-Commander Michelle Miller (right), Australia’s first commanding officer of a Fremantle Class patrol boat, doesn’t think she leads any differently than her male counterparts. ‘I don’t notice any difference but I guess the guys may notice a difference having a female commanding officer’, she says.
© L. Williams/Launceston Examiner
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 1818
Gender issues in leadershipGender issues in leadership
Male and female leaders have similar task- and people-oriented leadership
Participative leadership is used more often by female leaders
Evaluating female leaders past evidence: women
rated less favourably than men
recent evidence: women rated more favourably than men
© L. Williams/Launceston Examiner
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 1919
Overview of the next chapterOverview of the next chapter
Two fundamental requirements of organisational structures
Four elements of organisational structure
Types of departmentalisation
Team-based and network organisational structures
Contingencies of organisational design
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione
C H A P T E RC H A P T E R 1414LeadershipLeadership
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