copyright © 2014 pearson education, inc. publishing as prentice hall. the leadership imperative:...
TRANSCRIPT
Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall.
THE LEADERSHIP IMPERATIVE: IT’S UP TO YOU
Chapter 2
2–1
Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall.
Chapter 2: The Leadership Imperative
1. Recognize why everyone needs to learn how to lead today.
2. Understand the characteristics of effective leadership.
3. Understand the characteristics of influential leadership.
4. Understand the characteristics of responsible leadership.
5. Assess theories and models of management and leadership.
6. Determine the necessity of transformational leadership.
2–2
Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall.
Chapter 2: The Leadership Imperative
7. Describe HR’s role in supporting and fostering excellent and ethical leadership.
8. Describe the steps one must take to become a great leader.
2–3
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Great Opportunities, Greater Challenges
Enhanced Leadership Needed
Use Power Responsibly
Apply Skills Live by Values and
Ethics
Introduction
1. Leadership: Whose Responsibility Is It?
2–4
We All Need to Become
Great Leaders
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Three Secrets of an Outstanding Leader Emotional and Social
Competence Effective Leadership
Power Influential Leadership
Ethics Responsible Leadership
Leadership Is Learned
1. Leadership: Whose Responsibility Is It?
2–5
Leaders are not born—
they are made.
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1. Leadership: Whose Responsibility Is It?
Why does organizational success depend on everyone assuming some leadership responsibilities?
Discussion Questions
2–6
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2. What Is the Secret to Effective Leadership?
What Are Competencies? Capabilities or Abilities Intent and Action Linked to Performance
Competencies in Social and Emotional Intelligence Difference between Great and Average
Leadership
Mastering Competencies
2–7
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2. What Is the Secret to Effective Leadership?
Motives Traits Self-Concept Knowledge Skills
Competency components
2–8
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Differentiating
competencies
2. What Is the Secret to Effective Leadership?
Threshold Competencies Basic Expertise
Differentiating Competencies Enhances Performance
Threshold and Differentiating Competencies
2–9
Have become expected of
almost everyone at work
Threshold
competencies
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2. What Is the Secret to Effective Leadership?
Technical Competencies Tools and Processes
Cognitive Competencies “Big Picture”
Relational Competencies Working with
Colleagues/Customers
Technical, Cognitive, and Relational Competencies
2–10
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2. What Is the Secret to Effective Leadership?
Social and Emotional Intelligence Self-Awareness Self-Management Social Awareness Relationship Management
Social and Emotional Competencies and Resonant Leadership
2–12
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2. What Is the Secret to Effective Leadership?
Emotional Intelligence Resonant Organizations Resonant Leaders Critical for Application
Social and Emotional Competencies and Resonant Leadership
2–13
Source: Adapted from Boyatzis, Richard E. 2008. Competencies in the 21st century (Guest Editorial). Journal of Management Development 27(1): 9.
Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall.
2. What Is the Secret to Effective Leadership?
Emotional Intelligence Empathy
Limbic Resonance Emotions Are Contagious
Emotional Intelligence and Limbic Resonance
2–14
Self-Awareness Ability to Notice Ability to Understand At the Heart of Emotional Intelligence
Self-Awareness: The Foundation of Social and Emotional Intelligence
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2. What Is the Secret to Effective Leadership?
Think about an individual you know and respect at school or at work. What technical, cognitive, and relational competencies does the person have that you admire? Why do you admire these competencies?
Have you ever “caught” someone else’s emotions? If so, how could you have utilized self-awareness and self-control to protect yourself from taking on the negative emotions of others?
Discussion Questions
2–15
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The Opportunity … The Challenge …
If you have a clear idea about how power is used in organizations, you will be more likely to make ethical decisions, influence others, and deal well with destructive organizational politics.
Many people are uncomfortable with the idea of exercising power with the idea that others might use power to influence them.
The common view of ‘power’ is that with it come victims.
It is linked closely to culture. Different cultures view, use and distribute power differently.
3. What Is the Secret to Influential Leadership?
Power Organizational Politics
Introduction
2–16
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Managerial power
Obtaining, maintaining, and using power are essential to influencing the behavior of people in organizational setting.
“Power is all perception. Its non-use is its most powerful use. The trick is to use the least amount of power to create the maximum amount of change. Someone who has elegance can apply power selectively, like a laser, and carefully, almost unobtrusively, so that you don’t feel you’re being overpowered. You feel you’re being motivated.” Peter Gruber, quoted by Diane K. Shah in New York Times Magazine.14-18
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Power: The Key to Leadership
• Legitimate Power– The authority that a manager has by
virtue of his or her position in the firm.• Reward Power
– The ability of a manager to give or withhold tangible and intangible rewards.
• Coercive Power– The ability of a manager to punish others.
• Examples: verbal reprimand, pay cuts, and dismissal
14-20
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Power: The Key to Leadership
Expert Power Power that is based on special knowledge,
skills, and expertise that the leader possesses.
Referent Power Power that comes from personal
characteristics that people value and want to emulate and that cause people to feel respect or admiration.
14-21
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3. What Is the Secret to Influential Leadership?
Making Decisions Taking Responsibility Democratic Participation
Self-Governance Voicing Concerns Contributing Ideas
Empowerment
2–22
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3. What Is the Secret to Influential Leadership?
Empowered Employees and Organizations
2–23
Empowered Employees
Have a say in how things get done
Point out problems and improve work processes
Empowering Organizations
Systems and processes that encourage employee involvement
Support programs that enable employees to deal directly with conflicts
Are more engaged and committed, which drives them to surpass average performance
Compensation programs that support collaboration and quality and discourage micromanagement
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3. What Is the Secret to Influential Leadership?
Empowerment and Theories X, Y, and Z
2–24
Name Definition
Theory X A belief system that holds that the average employee is inclined to be lazy, without ambition, and irresponsible.
Theory Y A belief system that holds that workers are inherently ambitious, responsible, and industrious, and that they will work hard to help an organization reach its goals.
Theory Z A theory stating that organizations have strong, relational cultures, that employees have discretionary freedom in local decision making and are trusted to work autonomously.
Developed by Douglas McGregor.
Developed by William Ouichi.
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3. What Is the Secret to Influential Leadership?
Discuss a situation from your experience in which power was abused. How was it abused, and what were the consequences for you personally and for others?
Drawing on your own experience at work and in school, discuss the pros and cons of an empowered workforce.
Discussion Questions
2–26
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4.What Is the Secret toResponsible Leadership?
Ethics Values
Terminal Values Instrumental Values
Developing Values and Ethics
2–27
How we lead is determined by what we value.
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Terminal and Instrumental Values3-28
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4.What Is the Secret toResponsible Leadership?
Individual Ethics Professional (or Occupational) Ethics Organizational Ethics Societal Ethics
Levels of Ethics
2–29
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4.What Is the Secret toResponsible Leadership?
Individual Ethics Social Environment
Professional (or Occupational) Ethics Company Specific Occupation Specific. Extremely Controversial Jobs Come with Ethical Code
Levels of Ethics
2–30
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4.What Is the Secret toResponsible Leadership?
Organizational Ethics Permeate a Company (runs deep) Reflect How Employees, and other
stakeholders are to be treated Societal Ethics
Related to Culture Heated Debates Signal Change
Levels of Ethics
2–31
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4.What Is the Secret toResponsible Leadership?
Ethical Dilemmas Best Solutions Found by People Who
Are in dialogue with one another Think deeply about what is best for all
Dealing with Ethical Dilemmas at Work
2–34
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4.What Is the Secret toResponsible Leadership?
Have you ever rationalized unethical behavior (yours or someone else’s)? Why and how did you do this?
Discussion Questions
2–36
Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall.
5.How Do Theories and Models Explain Management and Leadership?
Major Theories Trait Theories of Leadership. Behavior Models and Approaches to
Leadership. Contingency Approaches to Leadership.
Limitations of Major Theories
Introduction
2–37
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5.How Do Theories and Models Explain Management and Leadership?
Enduring and Distinguishing Personal Characteristics
Prominent in the Early 1900s
Limitations Seriously Flawed
Studies
Traits Theories of Leadership
2–38
Leadership Traits Identified in Research
Personality
Physical Characteristics
Intelligence and Ability
Social Background
Work-Related Characteristics
Social Characteristics
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5.How Do Theories and Models Explain Management and Leadership?
Beyond Personal Characteristics and Traits
Focus on Actual Behaviors Draw on Sociology, Psychology, and
Anthropology
Behavior Models and Approaches to Leadership
2–39
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5.How Do Theories and Models Explain Management and Leadership?
Ohio State Studies Two Major Dimensions of Behaviors
Consideration-leaders engage in consideration when they show their subordinates that they trust, respect and care about them.
Initiating structure-leaders engage in initiating structure when they make sure that work gets done, and the organization is effective and efficient.
Behavior Models and Approaches to Leadership
2–40
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5.How Do Theories and Models Explain Management and Leadership?
If we can better understand how to guide, direct, and influence people, organizations will be more effective and probably more enjoyable places to work.
Summary
2–46
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6.Is It Time to Take a Stand for Transformational Leadership?
Transformational Leaders-value people and focus on employees' needs for appreciation, inspiration, meaningful work, and personal growth
Transactional Leaders-people who follow traditional approach to management in which leader leads and subordinate follows (You do the work I assign to you, and I will reward you for your effort).
Introduction
2–48
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7.What Is HR’s Role in Supporting Excellent and Ethical Leadership?
Role Is “Support” Takes a Variety
of Forms
HR’s Leadership Roles
2–50
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7.What Is HR’s Role in Supporting Excellent and Ethical Leadership?
HR Obligation to Ethical Leadership Clarify the Organization's Code of Ethics
Programs Relevant to employee’s experiences Focused on developing good judgment Focused on reflection and dialogue Fully and visibly supported by management
Ethical Leadership Development
2–52