leadership presentation example
TRANSCRIPT
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11-1
Chapter 11:
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11-2Langton, Robbins and Judge, Organizational Behaviour, Fifth Cdn. Ed.Copyright 2010 Pearson Education Canada
Chapter Outline
Are Managers and Leaders the Same?
Leadership as Supervision
Behavioural Theories: Do Leaders Behave in
Particular Ways?
Contingency Theories: Does the Situation Matter?
Inspirational Leadership
Contemporary Leadership Roles Contemporary Issues in Leadership
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11-3Langton, Robbins and Judge, Organizational Behaviour, Fifth Cdn. Ed.Copyright 2010 Pearson Education Canada
Leadership
1. What is the difference between a managerand a leader?
2. Are there specific traits, behaviours, and
situations that affect how one leads?3. How does a leader lead with vision?
4. Are there leadership roles for non-
managers?5. What are some of the contemporary issues
in leadership?
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11-4Langton, Robbins and Judge, Organizational Behaviour, Fifth Cdn. Ed.Copyright 2010 Pearson Education Canada
Exhibit 11-1 DistinguishingLeadership from Management
Management1. Engages in day-to-day caretaker
activities: Maintains and allocatesresources
2. Exhibits supervisory behaviour: Actsto make others maintain standard jobbehaviour
3. Administers subsystems withinorganizations
4. Asks how and when to engage instandard practice
5. Acts within established culture of theorganization
6. Uses transactional influence: Induces
compliance in manifest behaviourusing rewards, sanctions, and formalauthority
7. Relies on control strategies to getthings done by subordinates
8. Status quo supporter and stabilizer
Leadership1. Formulates long-term objectives for
reforming the system: Plans strategyand tactics
2. Exhibits leading behaviour: Acts tobring about change in others congruentwith long-term objectives
3. Innovates for the entire organization
4. Asks what and why to change standardpractice
5. Creates vision and meaning for theorganization
6. Uses transformational influence:Induces change in values, attitudes, and
behaviour using personal examples andexpertise
7. Uses empowering strategies to makefollowers internalize values
8. Status quo challenger and changecreator
Source: R. N. Kanungo, Leadership in Organizations: Looking Ahead to the 21stCentury, Canadian Psychology 39, no. 1-2 (1998), p. 77.
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11-5Langton, Robbins and Judge, Organizational Behaviour, Fifth Cdn. Ed.Copyright 2010 Pearson Education Canada
Blake and Moutons Managerial Grid
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11-6Langton, Robbins and Judge, Organizational Behaviour, Fifth Cdn. Ed.Copyright 2010 Pearson Education Canada
Exhibit 11-3 Hersey and BlanchardsSituational Leadership Theory
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11-7Langton, Robbins and Judge, Organizational Behaviour, Fifth Cdn. Ed.Copyright 2010 Pearson Education Canada
Exhibit 11-4 Path-Goal Theory
CONTINGENCY FACTORS
Environmental
Task Structure Formal Authority System Work Group
Subordinate
Locus of control Experience Perceived ability
Leader Behaviour
Directive Achievement-oriented Participative
Supportive
Outcomes
Performance Satisfaction
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11-8Langton, Robbins and Judge, Organizational Behaviour, Fifth Cdn. Ed.Copyright 2010 Pearson Education Canada
Exhibit 11-5 Substitutes andNeutralizers for Leadership
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11-9Langton, Robbins and Judge, Organizational Behaviour, Fifth Cdn. Ed.Copyright 2010 Pearson Education Canada
Exhibit 11-7 Full Range ofLeadership Model
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11-10Langton, Robbins and Judge, Organizational Behaviour, Fifth Cdn. Ed.Copyright 2010 Pearson Education Canada
Summary and Implications
1. What is the difference between a manager and aleader?
One theorist suggests that managers promote stability whileleaders press for change.
2. Are there specific traits, behaviours, and situationsthat affect how one leads?
The research on this topic has been mixed. Contingency theoriessuggest that leaders need to adjust their behaviours, depending onthe situation and employee needs.
3. How does a leader lead with vision. Leaders that lead with vision are known as transformational or
charismatic leaders. They inspire followers to go beyond theirown self-interests for the good of the organization.