chapter 1 the nature of leadership
TRANSCRIPT
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Chapter 1
The Nature of Leadership
Lectured by : CHHOUN SOKHALectured by : CHHOUN SOKHA
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Definitions of Leadership
Past definitions have included behaviors, influence, interaction role relationships, and occupation of an administrative position.
What does Leadership mean to you?
I-Introduction of Leadership 1-Definition
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Leadership Definition
Definition 2:Leadership is the process of influencing and organized group toward accomplishing the objectives.
Definition 1:Leadership is the process of influencing others to understand and agree about what needs to be done and how it can be done effectively, and the process of facilitating individual and collective efforts to accomplish the objectives.
I-Introduction of Leadership 1-Definition
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Leadership vs. Management
A person can be a leader without being a manager.
Ex: an informal leader A person can be a manager
without leading. Ex: A manager of financial accounts
I-Introduction of Leadership 2-Leadership vs. Management.
What is the difference between leadership and management?
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Leadership vs. Management
Managers are concerned about how things get done and they try to get people to perform better.
Leaders are concerned with what things mean to people and they try to get people to agree about the most important things to be done.
I-Introduction of Leadership 2-Leadership vs. Management
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Leadership vs. Management
Managers are people who do things right and managers value stability, order and efficiency.
Leaders are people who do the right thing and leaders value flexibility, innovation and adaptation.
I-Introduction of Leadership 2-Leadership vs. Management
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Leadership Processes Scope( រយះ�, ព្�ដែ�ន)
External event interpretation
Choice of strategies
Motivation of members
Member trust Work activity
organization
Member skills and confidence development
Member learning and sharing of knowledge
Support from outsiders
I-Introduction of Leadership 3-Leadership process scope
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Leadership effectiveness
Key Leadership Variables1-Characteristics of the leaders2-Characteristics of the followers3-Characteristics of the situations
II-Leadership variables and styles 1-leadership variables
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Figure
Situational Variables
LeaderBehavior
InfluenceProcesses
Follower Attitudesand Behaviors
Leader Traitsand Skills Performance
Outcomes
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Characteristics of the Leaders
Traitsស្ថា� នការ,លក្ខ�ណះ� (motives, personality, values) Confidence and optimism Skills and expertise Behavior Integrity(សេ�ចក្ខ����ច�រ �ត) and ethics(ចរ �យាមាយាទ)
Influence Attributions(ការក្ខ�ណះត ឲ្យ") about followers
II-Leadership variables and styles 1-leadership variables
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Traits (motives, values, self-concepts)
Confidence and optimism Skills and expertise Attributions about the leader Trust in the leader Task commitment and effort Satisfaction with leader and job
Characteristics of the Followers
II-Leadership variables and styles 1-leadership variables
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Type of organization unit Size of unit Position power and authority Task structure and complexity Task independence Environmental uncertainty External dependencies
Characteristics of the Situations
II-Leadership variables and styles 1-leadership variables
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Leadership Styles Autocratic Leadership Styles Persuasive Leadership Styles Consultative Leadership Styles Participative/ Democratic
Leadership Styles Laissez-Faire Leadership Styles
II-Leadership variables and styles 2-Leadership style
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Autocratic Leader
An autocratic leader makes decision and announce it to followers.
Work methods are dictated by leader Knowledge/information is not shared
with followers. This leadership style is often found in
organizations which have a high power distance and high uncertainty avoidance.
II-Leadership variables and styles 2-Leadership style
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Persuasive Leader
Manager always shares decision to subordinates.
Explain and outline situation and decision Try to convince subordinates to work
more effectively.
II-Leadership variables and styles 2-Leadership style
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Consultative Leader
Leader consults with followers. Present problem and listen to suggestions,
ideas of followers to solve problem effectively.
Manger then makes decision
II-Leadership variables and styles 2-Leadership style
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Participative/Democratic Leader
Leader sets general goals/limits. Allow group/followers to make
decision. Work methods determined by
group/followers.
II-Leadership variables and styles 2-Leadership style
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Laissez-Faire Leader
Leader gives complete freedom to followers (group/individuals).
Minimum participation by leader. Ex: This method works well with highly motivated
professionals (research scientists, computer programmers, engineers, etc.).
This type of leadership style is often found in organizations which have a very low power distance & low uncertainty avoidance.
II-Leadership variables and styles 2-Leadership style
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Factors Affecting Style
Leadership style may be dependent on various factors:
– Risk - decision making and change initiatives based on degree of risk involved
– Type of business – creative business or supply driven?
– How important change is – change for change’s sake?
– Organisational culture – may be long embedded(បង្ក%ប )
and difficult to change– Nature of the task – needing cooperation? Direction?
Structure?
II-Leadership variables and styles 3-Factors affecting style
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BehavioralBehavioral IntegrativeIntegrative
TraitTrait ContingencyContingency
The 4 Leadership The 4 Leadership Theory ClassificationsTheory Classifications
The 4 Leadership The 4 Leadership Theory ClassificationsTheory Classifications
III-Leadership theory
Figure
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III-Leadership theory 1-leadership trait theory 2-Behavioral leadership theory
Leadership Trait Theoryattempts to explain distinctive characteristics accounting for leadership effectiveness to identify a set of traits that all successful leaders possess.
Behavioral Leadership Theoriesattempt to explain distinctive styles used by effective leaders or the nature of their work.
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Contingency Leadership Theories
attempt to explain the appropriate leadership style based on the leader, followers, and situation.
III-Leadership theory 3-Contingency leadership theory 4-Behavioral leadership theory
Integrative Leadership Theories
attempt to combine the trait, behavioral, and contingency theories to explain successful influencing leader follower relationships.
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Change Leadership
• The most challenging aspect of business is leading and managing change
• The business environment is subject to fast-paced economic and social change
• Modern business must adapt and be flexible to survive
• Problems in leading change stem mainly from human resource management
IV-Change in leadership
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Change Leadership
• Leaders need to be aware of how change impacts on workers:
• Series of self-esteem states identified by Adams et al and cited by Garrett– Adams, J. Hayes, J. and Hopson, B.(eds) (1976) Transition:
understanding and managing change personal change London, Martin Robertson
– Garrett, V. (1997) Managing Change in School leadership for the 21st century Brett Davies and Linda Ellison, London, Routledge
IV-Change in leadership