Presentation on theme: "Organizational Behavior"— Presentation transcript:
1 Organizational Behavior Organizational Behavior13th EditionDon Hellriegel and John W. Slocum, Jr.
2 Leadership Effectiveness: New Perspectives Leadership Effectiveness: New PerspectivesChapter 11
3 Transactional Leadership Transactional LeadershipProvides contingent rewardsExhibits active management by exceptionEmphasizes passive management by exceptionChapter 11: PowerPoint 11.3
4 Insights: Transactional Leadership Insights: Transactional LeadershipThey ask: “What needs to be done?”They ask: “What is right for the organization?They develop action plansThey take responsibility for decisionsThey take responsibility for communicatingcontinuedChapter 11: PowerPoint 11.4
5 Insights: Transactional Leadership (continued) Insights: Transactional Leadership (continued)Tends to overemphasize details and the short-termMay tend to stifle creativityMay tend to not reward or ignore ideas that do not conformMay be effective in guiding efficiency initiativesChapter 11: PowerPoint 11.5
6 Authentic Leaders Know and understand themselves Authentic LeadersKnow and understand themselvesKnow what they believe and valueAct on their values and beliefs through open and honest communication with subordinates and othersChapter 11: PowerPoint 11.11
8 Transformational Leadership Transformational LeadershipAnticipating future trendsInspiring followers to understand and embrace a new vision of possibilitiesDeveloping others to be leaders or better leadersBuilding the organization or group into a community of challenged and rewarded learnersChapter 11: PowerPoint 11.16
10 Individualized Consideration Individualized ConsiderationMay act as coach, mentor, teacher, facilitator, confidant, and counselorEmbraces and rewards individual differences to enhance creativity and innovationEncourages open dialogue with followersEmpowers followers to make decisionsMonitors followers to determine if they need additional support or directionChapter 11: PowerPoint 11.18
11 Intellectual Stimulation Intellectual StimulationUrges followers to question assumptions, explore new methods and ideas, and take new approaches to old situationsActively seeks out new ideas and creative solutions from followersDoesn’t criticize followers’ ideas just because they differ from those of the leadercontinuedChapter 11: PowerPoint 11.19
12 Intellectual Stimulation (continued) Intellectual Stimulation (continued)Relatively high tolerance for mistakes made by conscientious followersFocuses on the “what” in problems rather than the “who” to blameWilling to abandon systems and practices that are no longer usefulViews risk taking as necessary and desirable for long-term development and successChapter 11: PowerPoint 11.20
13 Inspirational Motivation Inspirational MotivationDisplays great enthusiasm and optimismGets followers involved in and committed to a visionInspires others by what they say and doChapter 11: PowerPoint 11.21
14 Idealized InfluenceOften considers the needs and interests of their followers before their ownMay willingly sacrifice personal gainCan be trustedDemonstrates high ethical and moral standardscontinuedChapter 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 othersMinimizes the use of power for personal gainUses all power sources to move individuals and teams toward a vision and its goalsChapter 11: PowerPoint 11.23
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