management chapter 15 leadership
TRANSCRIPT
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Objectives
1. A working definition of leadership
2. An understanding of the relationship between leading and managing
3. An appreciation for the trait and situational approaches to leadership
4. Insights into using leadership theories that emphasize decisionmaking
situations
5. Insights into using leadership theories that emphasize more general
organizational situations
6. An understanding of alternatives to leader flexibility
7. An appreciation of emerging leadership styles and leadership issues of
today
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Defining Leadership
Leader Versus Manager
ManagingBroader in scope
Focuses on nonbehavioral issues
LeadingEmphasizes behavioral issues
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Defining Leadership
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The Trait Approach to Leadership
Successful leaders tend to possess:
1. Intelligence, including judgment and verbal ability2. Past achievement in scholarship and athletics
3. Emotional maturity and stability
4. Dependability, persistence, and a drive for continuing achievement
5. The skill to participate socially and adapt to various groups
6. A desire for status and socioeconomic position
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The Situational Approach to Leadership: A Focus on Leader Behavior
Leadership Situations and Decisions
The Tannenbaum and Schmidt Leadership ContinuumThe manager:
1. Makes the decision and announces it
2. Sells the decision
3. Presents ideas and invites questions
4. Presents a tentative decision that is subject to change
5. Presents the problem, gets suggestions, and then makes the decision
6. Defines the limits and asks the group to make a decision
7. Permits the group to make decisions within prescribed limits
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The Situational Approach to Leadership: A Focus on Leader Behavior
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The Situational Approach to Leadership: A Focus on Leader Behavior
Leadership Situations and Decisions (continued)
Determining How to Make Decisions as a Leader1. Forces in the Manager
Managers values
Level of confidence in subordinates
Personal leadership strengths
Tolerance for ambiguity
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The Situational Approach to Leadership: A Focus on Leader Behavior
Leadership Situations and Decisions (continued)
Determining How to Make Decisions as a Leader (continued)2. Forces in Subordinates
They have a relatively high need for independence
They have a readiness to assume responsibility for decision making
They have a relatively high tolerance for ambiguity
They are interested in the problem and believe it is important to solve it
They understand and identify with the organizations goals.
They have necessary knowledge and experience to deal with problem
They have learned to expect to share in decision making
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The Situational Approach to Leadership: A Focus on Leader Behavior
Leadership Situations and Decisions (continued)
Determining How to Make Decisions as a Leader (continued)3. Forces in the Situation
Type of organization in which the leader works
Effectiveness of a group
Problem to be solved
Time available to make a decision
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The Situational Approach to Leadership: A Focus on Leader Behavior
Leadership Situations and Decisions (continued)
Determining How to Make Decisions as a Leader: An UpdateThe Vroom-Yetton-Jago Model
1. Organizational decisions should be of high quality
2. Subordinates should accept and be committed decisions
Decision Styles
Using the Model
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The Situational Approach to Leadership: A Focus on Leader Behavior
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The Situational Approach to Leadership: A Focus on Leader Behavior
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The Situational Approach to Leadership: A Focus on Leader Behavior
Leadership Behaviors
The OSU Studies
Structure behavior
Consideration behavior
Leadership Style
The Michigan Studies
Job-Centered Behavior
Employee-Centered Behavior
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The Situational Approach to Leadership: A Focus on Leader Behavior
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The Situational Approach to Leadership: A Focus on Leader Behavior
Leadership Behaviors (continued)
Effectiveness of Various Leadership Styles
Comparing Styles
The HerseyBlanchard Life Cycle Theory of Leadership
Maturity The Life Cycle Model
Exceptions to the Model
Applying Life Cycle Theory
S
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The Situational Approach to Leadership: A Focus on Leader Behavior
Th Sit ti l A h t L d hi A F L d B h i
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The Situational Approach to Leadership: A Focus on Leader Behavior
Leadership Behaviors (continued)
Fiedlers Contingency Theory
Changing the Organization to Fit the Leader
Leadermember relations
Task structure
Position power
Actions to modify the leadership situation:
1. Change the individuals task assignment
2. Change the leaders position power
3. Change the leadermember relations in this group
Th Sit ti l A h t L d hi A F L d B h i
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The Situational Approach to Leadership: A Focus on Leader Behavior
Th Sit ti l A h t L d hi A F L d B h i
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The Situational Approach to Leadership: A Focus on Leader Behavior
Th Sit ti l A h t L d hi A F L d B h i
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The Situational Approach to Leadership: A Focus on Leader Behavior
Leadership Behaviors (continued)
The PathGoal Theory of Leadership
Leadership Behavior
1. Directive behavior
2. Supportive behavior
3. Participative behavior
4. Achievement behavior
Adapting Behavior to Situations
L d hi T d
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Leadership Today
Leadership Toda
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Leadership Today
Transformational Leadership
The Tasks of Transformational Leaders
Coaching
Coaching Behavior
Listens closely Gives emotional support
Shows by example what constitutes appropriate behavior
Superleadership
Leading by showing others how to lead themselves
Leadership Today
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Leadership Today
Leadership Today
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Leadership Today
Servant Leadership
Servant leaders are . . .
. . . good listeners.
. . . persuasive.
. . . aware of their surroundings.
. . . empathetic.
. . . stewards.
Entrepreneurial Leadership
Leader is self-employed
Leadership Today
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Leadership Today
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Questions