leadership mcgraw-hill/irwin contemporary management, 5/e copyright © 2008 the mcgraw-hill...
TRANSCRIPT
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Leadership
McGraw-Hill/IrwinContemporary Management, 5/e
Copyright © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
chapter 6
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The Nature of Leadership
• Leadership– The process by which a person use
influence over others and inspires, motivates and directs their activities to achieve group or organizational goals.
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Question?
What is an individual who is able to exert influence over other people to help achieve group or organizational goals?
A. Manager
B. Leader
C. Chief
D. Organizer
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The Nature of Leadership
• Leader– An individual who is able to exert influence over
other people to help achieve group or organizational goals
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The Nature of Leadership
• Personal Leadership Style– The specific ways in which a manager chooses to
influence others shapes the way that manager approaches the other principal tasks of management.
– The challenge is for managers at all levels to develop an effective personal management style.
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The Nature of Leadership
• Distinction between managers and leaders– Managers establish and implement procedures to
ensure smooth functioning (performance)
– Leaders look to the future and chart (plan) the course (path) for the organization
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Leadership Across Cultures
• Leadership styles may vary among different countries or cultures.– European managers tend to be more people-
oriented than American or Japanese managers.– Japanese managers are group-oriented, while
U.S managers focuses more on profitability.
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Sources of Managerial Power
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Power: The Key to Leadership
• Legitimate Power :• The authority that a manager has by virtue
(benefit) of his or her position in the firm.
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Power: The Key to Leadership
• Reward Power:– The ability of a manager to give or withhold tangible
and intangible rewards.
– Effective managers use reward power to signal to employees that they are doing a good job.
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Power: The Key to Leadership
• Coercive Power:
– The ability of a manager to punish others.• Examples: Oral warning
• pay cuts, and dismissal (firing)
• Limited in effectiveness and application; can have serious negative side effects.
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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.
– Tends to be used in a guiding or coaching manner
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Power: The Key to Leadership
• Referent Power واإلعجاب االقتداء : قوة
– Power that comes from coworkers’ respect and loyalty
– Possessed by managers who are likable and whom subordinates wish to use as a role model.
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14
الرسمي القائد قوة المركز =مصادرة قوةالوظيفي
الشخصية ++قوةالمكافأة قوةاإلكراه قوة القوة الشرعية
الخبرة قوةالقوة
المرجعية
Sources of Power and InfluencesSources of Power and Influences
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Empowerment: An Component in Modern Management
• Empowerment (التمكين)
– The process of giving employees at all levels in the organization the authority to make decisions, be responsible for their outcomes, improve quality, and cut costs.
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Empowerment: An Component in Modern Management
• Empowerment increases a manager’s ability to get things done
• Empowerment increases workers’ involvement, motivation, and commitment
• Empowerment gives managers more time to concentrate on their critical concerns
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Leadership Models القيادية النظريات
• Trait Model: السمات نظريات
– Attempt to identify personal characteristics that cause for effective leadership.
– Research shows that certain personal characteristics do appear to be connected to effective leadership.
– Many “traits” are the result of skills and knowledge and effective leaders do not necessarily possess all of these traits.
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Leadership Models
• Behavioral Model السلوكية :النظريات
– Identifies the two basic types of behavior that many leaders engaged in to influence their subordinates
– القائد أنشطة أن النظريات هذه مؤيدوا يفترضأو أسلوبا, تشكل العمل أثناء وتصرفاته وأفعالة
فاعليته تحدد التي وهي لقيادته عاما, نمطا,سماته .وليست
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Leadership Models
• Behavioral Model:– 1. Consideration : leaders show
subordinates they trust, respect, and care about them
– Managers look out for the well-being of their subordinates
– Do what they can to help subordinates feel good and enjoy the work they perform
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Leadership Models
• Behavioral Model:– 2. Initiating structure: leaders take steps to
make sure that work gets done, subordinates perform their work acceptably, and the organization is efficient and effective
– Managers assign tasks to groups and let subordinates know what is expected of them
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Contingency Models of Leadership الظرفية أو الموقفية الظرفية النظريات أو الموقفية النظريات
• Contingency Models:– What makes a manager an effective leader in
one situation is not necessarily what that manager needs to be equally effective in another situation.
– Whether or not a manager is an effective leader is the result of the relationship between what the manager is like, what he does, and the situation in which leadership takes place
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Contingency Models of Leadership
• Fiedler’s Model:– Effective leadership is depending on both the
characteristics of the leader and of the situation.
– Leader style is the continuing, characteristic approach to leadership that a manager uses and does not readily (quickly) change.
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Contingency Models of Leadership
• Fiedler’s Model– Relationship-oriented style: العالقات نحو / التوجه
العاملين
– leaders concerned with developing good relations with their subordinates and to be liked by them.
– Task-oriented style: المهام ا نحو االنتاج / لتوجه
– leaders whose primary concern is to ensure that subordinates perform at a high level so the job gets done.
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House’s Path-Goal Theory
A contingency model of leadership proposing that effective leaders can motivate subordinates to achieve goals by:1. Clearly identifying the outcomes that
subordinates are trying to obtain from their jobs.2. Rewarding subordinates with these outcomes for
high-performance and attainment of work goals3. Clarifying the paths leading to the attainment of
work goals
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Motivating with Path-Goal
• Path-Goal identifies four leadership behaviors:– Directive behaviors: set goals, assign tasks, show
how to do things.
– Supportive behavior: look out for the worker’s best interest.
– Participative behavior: give subordinates a say in matters that affect them.
– Achievement-oriented behavior: Setting very challenging goals, believing in worker’s abilities.
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Motivating with Path-Goal
Which behavior to be used depends on the nature of the subordinates and the kind of work they do