chapter 16 leadership.ppt

8/10/2019 Chapter 16 Leadership.ppt

1/18

1

Leadership


2/18

2

Leadership

process of influencing a group toward the

achievement of goals

Whats the difference between a leader and a

manager?


3/18

3

What makes a good leader?

Trait versus Behavioral Theories


4/18

4

What traits should a leader

possess?


5/18

5

University of Iowa Studies

Autocratic

Democratic

Laissez-faire


6/18

6

Ohio State Studies

Consideration

Initiating Structure


7/18

7

University of Michigan Studies

Employee oriented

Production oriented


8/18

8

Managerial Grid

concern for product ion and concern for people

f ive management styles

impo verished (1,1) task (9,1)

midd le-o f-the-road (5,5)

coun try club (1,9)

team (9,9)


9/18

9

Where does he fit in?

A gentleman first, asoldier later


10/18

10

Fiedler Contingency Model

Leadership Style: Relationship-oriented vs

task-oriented

Situation:

Leader-member relations (good / poor)

Task structure (high / low)

Position power (strong / weak)


11/18

11

Fiedlers Findings

CategoryLeader-Member

Relations

Task Structure

Position Power

I II III IV V VI VII VIII

Good Good Good Good Poor Poor Poor Poor

High High Low Low High High Low Low

Strong Weak Strong Weak Strong Weak Strong Weak

Favorable UnfavorableModerate

Good

Poor

Performance

Relationship

Oriented

Task

Oriented


12/18

12

Other Contingency Models

Situation Leadership Theory

Path-goal Model


13/18

13

Transformational vs

Transactional Leadership


14/18

14

Leadership Types

Transactional (control)

Based on economic

exchangeMgt by exception

Contingent reward

Transformational(inspire & influence)

Based on socialexchange

Inspirationalmotivation

Intellectual stimulationIndividualizedconsideration


15/18

15

About Transformational

Leadershipthe art of mobilizing others to wantto struggle for

the shared vision

Whats new:

Vision & visioning are important at all levels Everybody can be a leader

Leaders as visionary, energizer, communicator,

enabler & change agent


16/18

Vision & Visioning

Vision - An ideal & unique image of the future, basedon what one learnsfrom experience, a dis-

satisfaction with the present and an intuition for the

future

Visioning - the ability to ENVISION a new reality & its

translation into concrete terms. Changes in the vision

not by environmental pressures per se, but in the

PERCEPTION of them.

Some people see things as they are and ask why, I

see things as they never were and ask why not!!


17/18

17

Elements of Transformational

LeadershipA transformational leader:

1. has a vision;

2. is able to communicate & share his vision to his

followers;

3. challenges established process;

4. is willing to take risk;

5. gets others to act;

6. fosters collaboration;

7. is able to develop trust;

8. is knowledgeable about the environment; and

9. serves as a model


18/18

18

Seeing businesses NOT as

what they appear!What businesses are these organizationsin?

MTR

DHL IBM

McDonald

How will management change if the visionis different?

chapter 16 leadership.ppt

Documents