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McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
18
Great Leaders:Styles, Activities,and Skills
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McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
Learning Objectives
Relate the style implications from the classic studies and modern theories of leadership.
Present the widely recognized classic styles of leadership, including those from the managerial grid and the life-cycle approach.
Discuss the findings on leadership roles and activities.
Examine the relationship that activities have with successful and effective leaders.
Identify the skills needed for effective leadership of today’s organizations.
Analyze the various approaches to leadership development.
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McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
Starting withBest-Practice Leader’s Advice
Leadership Guru Warren Bennis on Great Leaders vs. the Situation Long and distinguished academic and professional career Changes in challenges to leaders over the last 25 years
Globalization and galloping technology Employee involvement, participation, and empowerment
Empowerment on a collision course Contrasting opinions on good leaders
Tolstoy: Men always the effect—rather than a cause—of events
Carlyle: “Length and breadth of one great man” Gretzky: “It’s not where the puck is; it’s where the
puck will be” Leader challenges aren’t just vision but development of trust
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McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
Leadership in the New Environment
Leadership roles are changing in the new environment.
The values and beliefs of the young Generation Xer’s are much different than the baby boomers who are in leadership positions.
Organizational behavior theory building and research must adapt to the new types of leaders and organizations, which continue to experience these new patterns and trends in organizational life.
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McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
Leadership Styles
Style Implications of the Classic Studies and the Modern Theories
Classic Styles
Leadership Styles in Perspective
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McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
Leadership Styles(Continued)
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McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
Leadership Styles(Continued)
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McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
Leadership Styles(Continued)
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McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
Leadership Styles(Continued)
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McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
The Roles andActivities of Leadership
Leader/Manager Roles
Activities of Successful and Effective Leaders: The Real Managers Study
What Do Managers Do?
What Do Successful Managers Do?
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McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
The Roles andActivities of Leadership
(Continued)
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McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
The Roles andActivities of Leadership
(Continued)
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McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
The Roles andActivities of Leadership
(Continued)
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McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
The Roles andActivities of Leadership
Activities of Successful and Effective Leaders: The Real Managers Study (continued)
What Do Effective Managers Do?
Implications across Cultures and for Entrepreneurs and Knowledge Managers
Implications of the Real Managers Study
(Continued)
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McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
Leadership Skills
What Skills Do Leaders Need?
Leadership Skills and Career Development Programs
Other Indirect Techniques for Developing Leadership Effectiveness
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McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
Leadership Skills(Continued)
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McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
Leadership Skills(Continued)
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McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
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