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Management, 6e Schermerhorn Prepared by Cheryl Wyrick California State Polytechnic University Pomona John Wiley & Sons, Inc.

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Presentation on theme: "Management, 6e Schermerhorn Prepared by Cheryl Wyrick California State Polytechnic University Pomona John Wiley & Sons, Inc."— Presentation transcript:

1 Management, 6e Schermerhorn Prepared by Cheryl Wyrick California State Polytechnic University Pomona John Wiley & Sons, Inc

2 COPYRIGHT Copyright 1999 © John Wiley & Sons, Inc. All rights reserved. Reproduction or translation of this work beyond that named in Section 117 of the United States Copyright Act without the express written consent of the copyright owner is unlawful. Request for further information should be addressed to the Permission Department, John Wiley & Sons, Inc. The purchaser may make back-up copies for his/her owner use only and not for distribution or resale. The Publisher assumes no responsibility for errors, omissions, or damages, cause by the use of these programs or from the use of the information contained herein.

3 Schermerhorn - Chapter 133 Chapter 13 Leading -- to Inspire Effort 4 Planning Ahead –What is leadership? –How do leaders gain and use power? –What are the important leadership traits and behaviors? –What can be learned from contingency theories of leadership? –What are current trends in leadership development?

4 Schermerhorn - Chapter 134 The Nature of Leadership 4 Leadership and Vision –Leadership process of inspiring others to work hard to accomplish important tasks –Vision someone who has a clear sense of the future

5 Schermerhorn - Chapter 135 The Nature of Leadership 4 Leadership and Power –Power ability to get someone else to do what you want them to do

6 Schermerhorn - Chapter 136 The Nature of Leadership 4 Sources of Position Power –Reward influence through rewards –Coercive influence through punishment –Legitimate influence through authority

7 Schermerhorn - Chapter 137 The Nature of Leadership 4 Sources of Personal Power –Expert influence through special expertise –Referent influence through identification

8 Schermerhorn - Chapter 138 The Nature of Leadership 4 Turning Power Into Influence –centrality –criticality –visibility

9 Schermerhorn - Chapter 139 The Nature of Leadership 4 Turning Power Into Influence –position, power, and interpersonal skills no substitute for expertise likable personal qualities are very important effort and hard work breed respect personal behavior must support expressed values

10 Schermerhorn - Chapter 1310 The Nature of Leadership 4 Acceptance Theory of Power –the other person must understand the directive feel capable of carrying out the directive feel the directive is in the organization’s best interests believe the directive is consistent with personal values

11 Schermerhorn - Chapter 1311 The Nature of Leadership 4 Leadership and Empowerment –benefits allows people to act independently manager gains power creates positive relationships builds reference power

12 Schermerhorn - Chapter 1312 Leadership Traits and Behaviors 4 Search for Leadership Traits –drive –desire to lead –motivation –honesty and integrity –self-confidence –intelligence and knowledge –flexibility

13 Schermerhorn - Chapter 1313 Leadership Traits and Behaviors 4 Focus on Leadership Behaviors –Task and People Concerns task concern –plans and defines work to be done –assigns task responsibilities –sets clear work standards –urges task completion –monitors results

14 Schermerhorn - Chapter 1314 Leadership Traits and Behaviors 4 Focus on Leadership Behaviors –Task and People Concerns people concern –acts warm and supportive –develops social rapport with them –respects their feelings –sensitive to their needs –shows trust in them

15 Schermerhorn - Chapter 1315 Leadership Traits and Behaviors 4 Focus on Leadership Behaviors –Styles abdicative or laissez-faire directive or autocratic supportive or human relations participative or democratic

16 Schermerhorn - Chapter 1316 Contingency Approaches to Leadership 4 Fiedler’s Contingency Model –good leadership depends on a match between leadership and situational demands least-preferred coworker scale (LPC)

17 Schermerhorn - Chapter 1317 Contingency Approaches to Leadership 4 Fiedler’s Contingency Model –Diagnosing situational control leader-member relations (good or poor) degree of task structure (high or low) amount of position (strong or weak)

18 Schermerhorn - Chapter 1318 Contingency Approaches to Leadership 4 Fiedler’s Contingency Model –Matching leadership style and situation task oriented leader is most successful –very favorable (high control) –very unfavorable (low control) relationship oriented leader is most successful –moderate control situation

19 Schermerhorn - Chapter 1319 Contingency Approaches to Leadership 4 Hersey-Blanchard Situational Leadership Model –Leaders adjust their styles depending on the readiness of their followers readiness –how able, willing, and confident followers are to perform tasks

20 Schermerhorn - Chapter 1320 Contingency Approaches to Leadership 4 Hersey-Blanchard Leadership Styles –Delegating –Participating –Selling –Telling

21 Schermerhorn - Chapter 1321 Developments in Organization Structures 4 Network Structures –central core that is linked through networks of relationships with outside suppliers of essential services boundaryless organizations virtual corporations

22 Schermerhorn - Chapter 1322 Contingency Approaches to Leadership 4 Matching Hersey-Blanchard Leadership Styles to Follower Readiness –Delegating = high readiness –Participating = moderate to high readiness –Selling = low to moderate readiness –Telling = low readiness

23 Schermerhorn - Chapter 1323 Contingency Approaches to Leadership 4 House’s Path-Goal Leadership Theory –directive –supportive –achievement-oriented –participative

24 Schermerhorn - Chapter 1324 Contingency Approaches to Leadership 4 Substitutes for Leadership –Subordinate characteristics –Task characteristics –Organizational characteristics

25 Schermerhorn - Chapter 1325 Contingency Approaches to Leadership 4 Vroom-Jago Leader- Participation Theory –Choosing the best decision- making method authority consultative group

26 Schermerhorn - Chapter 1326 Contingency Approaches to Leadership 4 Vroom-Jago Leader- Participation Theory –Effective Leadership know when each decision method is best be able to implement well

27 Schermerhorn - Chapter 1327 Contingency Approaches to Leadership 4 Vroom-Jago Leader-Participation Theory –Use group-oriented decision-making when leaders lack sufficient information problem is unclear acceptance of decision by others is important adequate time is available

28 Schermerhorn - Chapter 1328 Contingency Approaches to Leadership 4 Vroom-Jago Leader-Participation Theory –Use authority-oriented decision-making when leaders have expertise to solve problem leader is confident and capable of acting alone others are likely to accept the decision little or no time available for discussion

29 Schermerhorn - Chapter 1329 Trends in Leadership Development 4 What is Transformational Leadership? –Use of charisma and related qualities to raise aspirations and shift people and organizational systems into new high- performance patterns

30 Schermerhorn - Chapter 1330 Trends in Leadership Development 4 Transactional Leadership –Use of tasks, rewards and structures to help followers meet their needs while working to accomplish organizational objectives

31 Schermerhorn - Chapter 1331 Trends in Leadership Development 4 Qualities of Transformational Leaders –vision –charisma –symbolism –empowerment –intellectual stimulation –integrity

32 Schermerhorn - Chapter 1332 Trends in Leadership Development 4 Gender and Leadership –Women may be more prone to democratic and participative behaviors –Men may be more transactional

33 Schermerhorn - Chapter 1333 Trends in Leadership Development 4 “Good Old-Fashioned” Leadership –define and establish a sense of mission –accept leadership as responsibility rather than rank –earn and keep trust of others

34 Schermerhorn - Chapter 1334 Trends in Leadership Development 4 Ethical Aspects of Leadership –responsibility to set high ethical standards –obligation to supply necessary spark to awaken potential –high expectations tend to generate high performance


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