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LEADERSHIP: Theory, Application, Skill Development 2d Edition Robert N. Lussier and Christopher F. Achua. This presentation edited and enhanced by: George.

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Presentation on theme: "LEADERSHIP: Theory, Application, Skill Development 2d Edition Robert N. Lussier and Christopher F. Achua. This presentation edited and enhanced by: George."— Presentation transcript:

1 LEADERSHIP: Theory, Application, Skill Development 2d Edition Robert N. Lussier and Christopher F. Achua. This presentation edited and enhanced by: George W. Crawford Asst. Prof. of Mgmt. Clayton College & State University Morrow, GA Copyright ©2004 by South-Western, division of Thomson Learning. All rights reserved.

2 Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. Chapter 1 Who Is A Leader? 1-2

3 Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. Chapter 1 Learning Outcomes 5 key elements of leadership5 key elements of leadership 10 managerial roles10 managerial roles Levels of leadership analysis interrelationshipLevels of leadership analysis interrelationship Behavioral leadership theoriesBehavioral leadership theories Trait & behavioral leadership theories and contingency theoriesTrait & behavioral leadership theories and contingency theories 1-3

4 Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. Why Leadership is Important For crisis situationsFor crisis situations For organizational performanceFor organizational performance For employee job satisfactionFor employee job satisfaction For successful managementFor successful management 1-4

5 Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. Leadership is the influencing process of leaders and followers to achieve organizational objectives through change 1-5

6 Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. Influence Is the process of a leader communicating ideas, gaining acceptance of them, and motivating followers to support and implement the ideas through changeIs the process of a leader communicating ideas, gaining acceptance of them, and motivating followers to support and implement the ideas through change Is the essence of leadershipIs the essence of leadership 1-6

7 Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. Effective Leaders Share leadership responsibilities through co- leadershipShare leadership responsibilities through co- leadership Teach leadership skills to subordinatesTeach leadership skills to subordinates Influence followers to support organizational interestsInfluence followers to support organizational interests 1-7

8 Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. Effective Leaders Set objectivesSet objectives Influence change for continual improvementInfluence change for continual improvement Can work with peopleCan work with people 1-8

9 Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. Key Elements of Leadership Leadership Influence Organizational Objectives PeopleChange Leaders- Followers 1-9

10 Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. Managerial Roles InterpersonalInterpersonal InformationalInformational DecisionalDecisional 1. Figurehead 2. Leader 3. Liaison 4. Monitor 5. Disseminator 6. Spokesperson 7. Entrepreneur 8. Disturbance-handler 9. Resource-allocator 10. Negotiator 1-10

11 Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 3 Levels of Leadership Analysis Individual Group Organizational 1-11

12 Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. Individual Level Focuses on the individual leader and the relationship with individual followersFocuses on the individual leader and the relationship with individual followers Called the “dyadic process”Called the “dyadic process” Reciprocal InfluenceReciprocal Influence 1-12

13 Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. Group Level Focuses on the individual leader and the collective group of followersFocuses on the individual leader and the collective group of followers Called the “group process”Called the “group process” How leader contributes to group effectivenessHow leader contributes to group effectiveness 1-13

14 Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. Organizational Level Focuses on how the top management influences organizational performanceFocuses on how the top management influences organizational performance Called the “organizational process”Called the “organizational process” 1-14

15 Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. Behavioral Integrative Trait Contingency The 4 Leadership Theory Classifications Include: 1-15

16 Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. Leadership Trait Theories Attempt to explain distinctive characteristics accounting for leadership effectiveness to identify a set of traits that all successful leaders possess 1-16

17 Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. Behavioral Leadership Theories Attempt to explain distinctive styles used by effective leaders, or to define the nature of their work 1-17

18 Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. Contingency Leadership Theories Attempt to explain the appropriate leadership style based on the leader, based on the leader,followers, and situation 1-18

19 Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. Integrative Leadership Theories Attempt to combine the trait, behavioral, and contingency theories to explain successful, influencing leader-follower relationships leader-follower relationships 1-19

20 Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. Paradigm Has Shifted From Management to Leadership! 1-20

21 Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. Leaders vs. Managers Leaders Innovate Develop Inspire Long-term view Ask “what & why” Originate Challenge status quo Do the right things Managers Administer Maintain Control Short-term view Ask “how & when” Imitate Accept status quo Do things right 1-21

22 Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. Discussion Question #1 What is the difference between peer-leadership and coleadership?

23 Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. Discussion Question #2 Do you agree that, in general, mean or tough bosses are not successful leaders?

24 Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. Discussion Question #3 Are leaders born or made?

25 Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. Discussion Question #4 Why does the leadership role pervade all management behavior?

26 Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. Discussion Question #5 How is the monitor role related to the disseminator and spokesperson roles?

27 Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. Discussion Question #6 What is the key difference between the entrepreneur and disturbance-handler role?

28 Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. Discussion Question #7 Do you agree with the interrelationship, and triangle analogy, of the levels of leadership analysis?

29 Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. Discussion Question #8 How can the shift in paradigm from management to leadership possibly help-and hurt- the management profession?

30 Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. Discussion Question #9 Can a person develop critical-thinking skills of applying the leadership theory and develop leadership skills without understanding the leadership theory?


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