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Organizational Behavior

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Presentation on theme: "Organizational Behavior"— Presentation transcript:

1 Organizational Behavior
Organizational Behavior 13th Edition Don Hellriegel and John W. Slocum, Jr.

2 Leadership Effectiveness: New Perspectives
Leadership Effectiveness: New Perspectives Chapter 11

3 Transactional Leadership
Transactional Leadership Provides contingent rewards Exhibits active management by exception Emphasizes passive management by exception Chapter 11: PowerPoint 11.3

4 Insights: Transactional Leadership
Insights: Transactional Leadership They ask: “What needs to be done?” They ask: “What is right for the organization? They develop action plans They take responsibility for decisions They take responsibility for communicating continued Chapter 11: PowerPoint 11.4

5 Insights: Transactional Leadership (continued)
Insights: Transactional Leadership (continued) Tends to overemphasize details and the short-term May tend to stifle creativity May tend to not reward or ignore ideas that do not conform May be effective in guiding efficiency initiatives Chapter 11: PowerPoint 11.5

6 Authentic Leaders Know and understand themselves
Authentic Leaders Know and understand themselves Know what they believe and value Act on their values and beliefs through open and honest communication with subordinates and others Chapter 11: PowerPoint 11.11

7 Figure 11.2: Interrelated Core Components of Authentic Leadership
Figure 11.2: Interrelated Core Components of Authentic Leadership Core Components Authentic Leadership Stimulates follower identification plus Creates hope plus Reflects trust plus Shows positive emotions plus Raises optimism Chapter 11: PowerPoint 11.12

8 Transformational Leadership
Transformational Leadership Anticipating future trends Inspiring followers to understand and embrace a new vision of possibilities Developing others to be leaders or better leaders Building the organization or group into a community of challenged and rewarded learners Chapter 11: PowerPoint 11.16

9 Transformational Leadership
Figure 11.3: Interrelated Core Components of Transformational Leadership Core Components Shows individualized consideration plus Creates intellectual stimulation Transformational Leadership plus Provides inspirational motivation plus Fosters idealized influence Chapter 11: PowerPoint 11.17

10 Individualized Consideration
Individualized Consideration May act as coach, mentor, teacher, facilitator, confidant, and counselor Embraces and rewards individual differences to enhance creativity and innovation Encourages open dialogue with followers Empowers followers to make decisions Monitors followers to determine if they need additional support or direction Chapter 11: PowerPoint 11.18

11 Intellectual Stimulation
Intellectual Stimulation Urges followers to question assumptions, explore new methods and ideas, and take new approaches to old situations Actively seeks out new ideas and creative solutions from followers Doesn’t criticize followers’ ideas just because they differ from those of the leader continued Chapter 11: PowerPoint 11.19

12 Intellectual Stimulation (continued)
Intellectual Stimulation (continued) Relatively high tolerance for mistakes made by conscientious followers Focuses on the “what” in problems rather than the “who” to blame Willing to abandon systems and practices that are no longer useful Views risk taking as necessary and desirable for long-term development and success Chapter 11: PowerPoint 11.20

13 Inspirational Motivation
Inspirational Motivation Displays great enthusiasm and optimism Gets followers involved in and committed to a vision Inspires others by what they say and do Chapter 11: PowerPoint 11.21

14 Idealized Influence Often considers the needs and interests of their followers before their own May willingly sacrifice personal gain Can be trusted Demonstrates high ethical and moral standards continued Chapter 11: PowerPoint 11.22

15 Idealized Influence (continued)
Idealized Influence (continued) Can be very direct and challenging to some followers and empathetic and supportive of others Minimizes the use of power for personal gain Uses all power sources to move individuals and teams toward a vision and its goals Chapter 11: PowerPoint 11.23


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