iu bus 325 l&m ppt 3
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Leadership & Motivation-3
BUS 325 Leadership and Motivation
8/12/2019 IU BUS 325 L&M PPT 3
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Leadership is broader than
managerial functions
Managing and leading
Manager and leader Management and leadership
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Management
Getting things done with and through people
Goal attainment, organizing, and monitoringperformance
Management versus Leadership
Are managers leaders?
– Leaders manage – Managers lead
*Yet not synonymous
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MANAGERS
Plan, coordinate
Evaluate and supervise Negotiate, budget
Reality check, set timelimits, cope with complexity
Bring order and consistency
Planning complement to
direction
LEADERS
Facilitate interpersonalinteraction
Charisma
Innovate, inspire
Vision, communicate it
Ability to change things,
set direction, look at largerpicture, align people, lookat competition and dobetter and different, willingto listen and learn,
sensitive to concerns Gains trust, empowers,
enable others to reachpotential
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Leadership Theories
Leadership – behavioral process of directing andinfluencing someone toward a set of goals
Power – ability to exert influence, that is tochange the attitudes or behavior of individuals orgroups
Nature of Leadership
A person can be an effective manager, goodplanner and a fair, organized administrator, but
lack the motivational skills of a leader. Others can be effective manager, skilled at
inspiring enthusiasm and devotion, but lack themanagerial skills to channel the energy they
arouse in others.
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Leadership Theories
Trait Approach Behavioral Approach
– Leadership Functions
– Leadership Styles Contingency (Situational) Approaches
– Hersey and Blanchard
– Fiedler Model – Path-Goal
Future of Leadership Theory
– Transformational or Charismatic
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Trait Theory
Tries to identify what qualities a leaderpossesses
Trait – predisposition to act in a certain way – Over time it is a relatively permanent feature of
behavior, thus behavior is relatively consistentand predictable
– Underlying assumption – LEADERS ARE BORN
Two approaches – Compare traits who emerged as leaders withthose who did not emerge
– Compare traits of effective leaders with
ineffective leaders
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Behavioral Theory Trait research was unsuccessful, thus tried to
isolate behavior characteristics of effective leaders
What effective leaders WERE and what they DID
Behavior can be learned, thus if supported we
could train people to be leaders and teachleadership
Several studies were done to examine leaderbehavior and focused on two aspects of
Leadership behavior – Leadership Functions: task-related activities that must
be performed by leader to perform effectively
– Leadership Styles: various patterns of behavior favoredby leaders during process of directing and influencing
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Leadership Styles
Low Structure
And
High Consideration
High Structure
And
High ConsiderationDemocratic
Low Structure
AndLow Consideration
Laissez-Faire
High Structure
AndLow Consideration
Authoritarian
(Low) Initiating Structure (High) ( L o w )
C o n s i d e r a t i
o n
( H i g h )
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Situational Leadership Theory
Basically can’t change our style, thus betterto match leader and situation
– Leader-member relations (good-poor)
Degree of confidence, respect, trust workers
have for leader
– Task structure (structured-unstructured)
Degree to which jobs are procedurized
– Position-power (strong-weak) Degree of influence a leader has over
promoting, hiring, and disciplinary
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Situational Leadership Theory
Hersey & Blanchard (1980s) – Move through Four Phases, correlated to life cycle
– Varies depending on “maturity” of followers
Desire for achievement (capacity of setting high,
attainable goals)
Willingness to accept responsibility
Task-related ability and experience
– As maturity levels increase, leader lessens task,increases relationship
– Then as maturity proceeds, decrease task andrelationship behavior
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Future of Leadership Theory
Transformational or Charismatic Leadership – Leaders who, through their personal vision andenergy, inspire followers and have a major impacton their organizations
Seeks change, proactive Innovative, creative
– Leaders who determine what followers need to doto achieve objectives, classify those requirements,
and help followers become confident they canreach their objectives Inspire others to do more than expected
Raise level to self-actualization
Empower others