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12-1©2005 Prentice Hall 12 Leaders and Leadership Chapter 12 Leaders and Leadership.

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Presentation on theme: "12-1©2005 Prentice Hall 12 Leaders and Leadership Chapter 12 Leaders and Leadership."— Presentation transcript:

1 12-1©2005 Prentice Hall 12 Leaders and Leadership Chapter 12 Leaders and Leadership

2 12-2 ©2005 Prentice Hall What is Leadership?  Exerting influence  Helping a group achieve its goals

3 12-3 ©2005 Prentice Hall Leadership  Leaders are individuals who exert influence to help meet group goals –Formal –Informal  Leader effectiveness is the extent to which a leader actually does help

4 12-4 ©2005 Prentice Hall  Leader Trait Approach  Behavior Approach  Fiedler’s Contingency Model Early Approaches to Leadership

5 12-5 ©2005 Prentice Hall The Leader Trait Approach  Intelligence  Task-relevant knowledge  Dominance  Self-confidence  Energy/activity levels  Tolerance for stress  Integrity and honesty  Emotional maturity

6 12-6 ©2005 Prentice Hall The Leader Behavior Approach Consideration Initiating Structure

7 12-7 ©2005 Prentice Hall The Behavior Approach Leader Reward Behavior Leader Punishing Behavior

8 12-8 ©2005 Prentice Hall Fiedler’s Contingency Theory of Leadership  Leadership effectiveness determined by –The characteristic of individuals –The situations in which they find themselves  Distinct leader styles –Relationship-oriented –Task-oriented

9 12-9 ©2005 Prentice Hall Table 2.2 Fiedler’s Contingency Theory of Leadership Relationship-oriented  Wants to be liked by and to get along well with subordinates  Getting job done is second priority Task-oriented  Wants high performance and accomplishment of all tasks  Getting job done is first priority

10 12-10 ©2005 Prentice Hall Measuring Leader Style  Least preferred co-employee scale –High LPC leaders = relationship-oriented –Low LPC leaders = task-oriented

11 12-11 ©2005 Prentice Hall Situational Characteristics  Leader-Member Relations  Task Structure  Position Power

12 12-12 ©2005 Prentice Hall Figure 12.2

13 12-13 ©2005 Prentice Hall Contemporary Perspectives on Leadership  Path-Goal Theory  Vroom and Yetton Model  Leader-Member Exchange Theory

14 12-14 ©2005 Prentice Hall A theory which describes how leaders can motivate their followers to achieve group and organizational goals and the kinds of behaviors leaders can engage in to motivate followers. Path-Goal Theory

15 12-15 ©2005 Prentice Hall Guidelines for Path-Goal Theory  Determine what outcomes subordinates are trying to obtain in the workplace  Reward subordinates for performing at a high level or achieving their work goals by giving them desired outcomes  Make sure subordinates believe that they can obtain their work goals and perform at a high level

16 12-16 ©2005 Prentice Hall Path-Goal Theory: Types of Behaviors  Directive behavior  Supportive behavior  Participative behavior  Achievement-oriented behavior

17 12-17 ©2005 Prentice Hall Vroom and Yetton Model AutocraticConsultative GroupDelegated

18 12-18 ©2005 Prentice Hall Criteria for Decision-Making Style  Nature of the tasks  Level of task interdependence  Output being produced  Characteristics of the employees

19 12-19 ©2005 Prentice Hall Figure 12.3 Leader-Member Exchange Theory

20 12-20 ©2005 Prentice Hall Leadership Substitutes and Neutralizers  Characteristics of the subordinate  Characteristics of the work  Characteristics of the group  Characteristics of the organization

21 12-21 ©2005 Prentice Hall  Transformational and Charismatic Leadership  Transactional Leadership  Leader Mood  Gender and Leadership New Topics in Leadership Research

22 12-22 ©2005 Prentice Hall Figure 12.4 Transformational Leadership Leader Follower Has charisma Is motivated to perform Is aware of need for growth ss aware of task importance is intellectually stimulating engages in developmental consideration

23 12-23 ©2005 Prentice Hall Characteristics of Transformational Leadership Transformational Leader Charisma Intellectual Stimulation Developmental Consideration


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