Presentation on theme: "Leadership & Management Reading for Lesson 4: Leadership in Organizations."— Presentation transcript:
Leadership & Management Reading for Lesson 4: Leadership in Organizations
Reading Objectives 1.The student will comprehend the personal characteristics associated with effective leaders. 2.The student will know the five sources of power and how each causes different subordinate behavior. 3.The student will comprehend the leader behavior of initiating structure and consideration and when they should be used. 4.The student will comprehend Hersey and Blanchard's situational theory and its application to subordinate participation. 5.The student will comprehend the path-goal model of leadership.
Discussion Objectives 1. Demonstrate how the five bases of power are manifest in behavior 2. Relate Hersey and Blanchard ’ s Situational Theory to the personnel and organization of a Navy warship 3. Discuss personal traits that are useful to a leader and determine if these traits are more valuable in some situations than in others
Leadership Ability to influence people toward common goal Reciprocal relationship among people A “people” activity Involves the use of power
Power Potential ability to influence behavior Promotes vision, creativity and change Derived from personal sources - Personal interests - Goals - Values - Values
Personal Characteristics of Effective Leaders Physical Activity Activity Energy Energy Social background Mobility Mobility
Personal Characteristics of Effective Leaders Intelligence and ability Judgment, decisiveness Judgment, decisiveness Knowledge Knowledge Fluency of Speech Fluency of Speech
Personal Characteristics of Effective Leaders Personality Alertness Alertness Originality, creativity Originality, creativity Personal integrity, ethical conduct Personal integrity, ethical conduct Self-confidence Self-confidence Under a Microscope! Under a Microscope! Preserve Your Integrity! Preserve Your Integrity!
Personal Characteristics of Effective Leaders Work-related Achievement, drive, desire to excel Achievement, drive, desire to excel Ambition Ambition Seek responsibility Seek responsibility Responsibility in pursuit of goals Responsibility in pursuit of goals Task orientation Task orientation
Personal Characteristics of Effective Leaders Social Ability to enlist cooperation Ability to enlist cooperation Cooperativeness Cooperativeness Popularity, prestige Popularity, prestige Sociability, interpersonal skills Sociability, interpersonal skills Social participation Social participation Tact, diplomacy Tact, diplomacy Charisma! Charisma!
Sources of Power Legitimate Reward Coercive Expert Referent
Leadership Behaviors Consideration Considerate of subordinates Considerate of subordinates Respects their ideas Respects their ideas Mutual Trust Mutual Trust Initiating Structure Give Instructions Give Instructions Spend time planning Spend time planning Emphasize deadlines Emphasize deadlines Schedule work activities Schedule work activities
Henry V Excerpt
Patton vs. Henry V What type of leader? Which one would you follow? Which one are you? Why?
Hersey and Blanchard’s Situational Theory Subordinates vary in their readiness level. Low task readiness: Low task readiness: Limited skillLimited skill Lack of trainingLack of training InsecurityInsecurity High task readiness: High task readiness: AbilityAbility SkillSkill ConfidenceConfidence Willingness to workWillingness to work
Hersey and Blanchard’s Situational Theory Adopt a style appropriate to your subordinates. Low level of task readiness: Low level of task readiness: Tell them what to doTell them what to do How to do itHow to do it When to do itWhen to do it High level of task readiness: High level of task readiness: Provide general goalsProvide general goals Delegate sufficient authority to do the taskDelegate sufficient authority to do the task Expect followers to complete the task as they see fitExpect followers to complete the task as they see fit
Path Goal Theory The leader tries to increase subordinate motivation to attain personal and organizational goals
Path Goal Theory Contingencies Situational Contingencies Characteristics of the workers Characteristics of the workers Work environment Work environment Use of rewards Clarify the path to the rewards Clarify the path to the rewards Increase the rewards Increase the rewards Be Consistent! Be Consistent!