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McGraw-Hill/Irwin © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Effective Leadership Effective Leadership ProcessesProcesses
Chapter ThirteenChapter Thirteen
Learning Objectives
• Define leadership.• Present the background and classic studies of
leadership.
• Discuss the traditional theories of leadership, including the trait, group and exchange, contingency, and path-goal approaches.
• Identify modern theoretical processes for leadership, such as charismatic, transformational, social cognitive, substitutes, and now authentic leadership.
• Examine leadership across cultures giving special attention to the GLOBE project.
Introduction
• Leadership is the focus and conduit of most of the other areas of organizational behavior
What is Leadership?
• Has been controversial in terms of its definition– Leadership does remain pretty much of a
“black box,” or unexplainable concept.
What is Leadership? Continued
• Characteristics of managers versus leaders
Historically Important Studies on Leadership
• Iowa leadership studies– Designed primarily to examine patterns of
aggressive behavior• Ohio State leadership studies
– Started with the premise that no satisfactory definition of leadership existed
• Early Michigan leadership studies– Studies of leadership
Traditional Theories of Leadership
• Trait theories of leadership– Five-factor model: “Big Five” personality traits
• From traits to states and skills development– Focused on skill development besides traits
Traditional Theories of Leadership Continued
• Group and exchange theories of leadership– Followers’ impact on leaders– Leader-member exchange (LMX) model
Traditional Theories of Leadership Continued
• Three domains of leadership– Leader-based– Follower-based– Relationship-based
Traditional Theories of Leadership Continued
• Contingency theory of leadership– Fielder’s contingency model of leadership
effectiveness• Leader-member relationship• Degree of task structure• Leader’s position power
Traditional Theories of Leadership Continued
– Fielder’s contingency model of leadership effectiveness (continued)
Traditional Theories of Leadership Continued
• Contingency theory of leadership (continued)
– Research support for the contingency model• Methodologically sound validation studies have on
the whole provided substantial support for the theory
– Fielder’s contingency theory in perspective• First highly visible leadership theory• Emphasized the importance of both the situation
and characteristics• Stimulated a great deal of research
Traditional Theories of Leadership Continued
• Path-goal leadership theory– Directive leadership– Supportive leadership– Participative leadership– Achievement-oriented leadership
Traditional Theories of Leadership Continued
• Path-goal leadership theory (continued)
Modern Theoretical Processes of Leadership
• Charismatic leadership theories
Modern Theoretical Processes of Leadership Continued
• Transformational leadership theory
Modern Theoretical Processes of Leadership Continued
• Social cognitive approach
Modern Theoretical Processes of Leadership Continued
• Substitutes for leadership
– Subordinate characteristics
– Task characteristics
– Organizational characteristics
Modern Theoretical Processes of Leadership Continued
• Authentic leadership
Modern Theoretical Processes of Leadership Continued
• Leadership across cultures– Personal Values– Backgrounds of the managers– Interpersonal skills
Modern Theoretical Processes of Leadership Continued
• Project GLOBE and the future of international leadership studies– Identified cultural dimension
• Power distance• Uncertainty avoidance• Humane orientation• Institutional Collectivism• In-Group Collectivism• Assertiveness• Gender egalitarianism• Future orientation• Performance orientation
Modern Theoretical Processes of Leadership Continued
• Project GLOBE and the future of international leadership studies (continued)
– Six leader attributes• Charismatic/ value-base• Team-oriented• Participative• Humane-oriented• Autonomous• Self-protective
Questions
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