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Chapter 14 Leadership MGMT6 © 2014 Cengage Learning.

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Presentation on theme: "Chapter 14 Leadership MGMT6 © 2014 Cengage Learning."— Presentation transcript:

1 Chapter 14 Leadership MGMT6 © 2014 Cengage Learning

2 14-1 explain what leadership is 14-2 describe who leaders are and what effective leaders do 14-3 explain Fiedler’s contingency theory 14-4 describe how path-goal theory works 14-5 explain the normative decision theory 14-6 explain how visionary leadership (i.e., charismatic or transformational leadership) helps leaders achieve strategic leadership

3 Leaders vs. Managers Doing the right thing “What should we be doing?” Vision, mission, goals, objectives Challenge the status quo Long-term view Expand people’s options and choices Inspire and motivate people to find their own solutions Concerned with ends, what gets done © 2014 Cengage Learning Doing things right “How can we do what we’re already doing better?” Productivity and efficiency Preservers of status quo Short-term view Limit others’ choices Sole problems so that others can do their work More concerned with means, how things get done 14-1

4 Leadership Traits Trait theory – effective leaders possess a similar set of traits or characteristics Leaders are different from followers in: – drive – desire to lead – honest/integrity – self-confidence – emotional stability – cognitive ability – knowledge of the business © 2014 Cengage Learning 14-2

5 Leadership Behaviors Initiating structure Consideration © 2014 Cengage Learning 14-2

6 © 2014 Cengage Learning 14-2

7 Fiedler’s Contingency Theory © 2014 Cengage Learning In order to maximize work group performance, leaders must be matched to the right leadership situation. Leaders are effective when the work group they lead performs well. Leaders are generally unable to change their leadership styles, and they will be more effective when their styles are matched to the proper situation. The favorableness of a situation permits the leader to influence the behavior of group members. 14-3

8 Least Preferred Coworker Leadership style = the way that leaders generally behave toward their followers. Leadership styles are tied to leaders’ underlying needs and personalities. Relationship-oriented Task-oriented © 2014 Cengage Learning 14-3

9 Situational Favorableness © 2014 Cengage Learning The degree to which a particular situation either permits or denies a leader the chance to influence the behavior of group members. Leader-member relations Task structure Position power 14-3

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12 Leaders and Situations Fiedler assumes leaders to be incapable of changing their leadership styles. The key − matching leaders to situations… …or teaching leaders how to change situational favorableness © 2014 Cengage Learning 14-3

13 Path-Goal Theory Leaders can increase subordinate satisfaction and performance by clarifying and clearing the paths to goals and by increasing the number and kinds of rewards available for goal attainment. © 2014 Cengage Learning 14-4

14 © 2014 Cengage Learning 14-4

15 Leadership Styles Directive Supportive Participative Achievement-oriented © 2014 Cengage Learning 14-4

16 Subordinate Contingencies Perceived ability Experience Locus of control – internals vs. externals © 2014 Cengage Learning 14-4

17 Environmental Contingencies Task structure Formal authority system Primary work group © 2014 Cengage Learning 14-4

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19 Normative Decision Theory Helps leaders decide how much employee participation (from none to letting employees make the entire decision) should be used when making decisions. © 2014 Cengage Learning 14-5

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23 Visionary Leadership Creates a positive image of the future that motivates organizational members and provides direction for future planning and goal setting. © 2014 Cengage Learning 14-6

24 Charismatic Leadership The behavioral tendencies and personal characteristics of leaders that create an exceptionally strong relationship with followers. Articulate a clear vision for the future that is based on strongly held values or morals Model those values by acting in a way consistent with the vision Communicate high performance expectations to followers Display confidence in followers’ abilities to achieve the vision © 2014 Cengage Learning 14-6

25 © 2014 Cengage Learning 14-6

26 Transformational Leadership © 2014 Cengage Learning Generates awareness and acceptance of a group’s purpose and mission and gets employees to see beyond their own needs and self interests for the good of the group. 14-6

27 Components of Transformational Leadership Charismatic leadership or idealized influence Inspirational motivation Intellectual stimulation Individualized consideration © 2014 Cengage Learning 14-6

28 Transactional Leadership Based on an exchange process in which followers are rewarded for good performance and punished for poor performance. © 2014 Cengage Learning 14-6

29 Camp Bow Wow 1.Does Camp Bow Wow CEO Heidi Ganahl possess qualities associated with contemporary leadership? 2.In what way is Heidi Ganahl’s leadership charismatic and visionary? Give examples. 3.Where does Heidi Ganahl’s leadership fall on the Leader-ship Grid discussed in the chapter? Explain. © 2014 Cengage Learning

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