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1 Chapter 9 Fundamentals of Leadership. 2 Learning Objectives Describe the leadership and personal characteristics related to managerial effectiveness.

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Presentation on theme: "1 Chapter 9 Fundamentals of Leadership. 2 Learning Objectives Describe the leadership and personal characteristics related to managerial effectiveness."— Presentation transcript:

1 1 Chapter 9 Fundamentals of Leadership

2 2 Learning Objectives Describe the leadership and personal characteristics related to managerial effectiveness. Compare and contrast Theory X and Theory Y. Distinguish among four styles of leadership behavior. Explain the concept of self-leaders and the basic rules of behavior. Describe the two major dimensions of leadership. Distinguish among the contingency leadership approaches

3 3 Learning Objectives (contd.) Describe the leader in the twenty-first century. Discuss emerging leadership challenges. Identify ways of developing internal leaders and dealing with high-potential employees who have bad work habits.

4 4 The Nature of Leadership Leadership is the process of influencing people to direct their efforts toward particular goals Leadership characteristics are those possessed by effective leaders and include drive, originality, persistence, and tolerance of stress Personal characteristics are personal attributes often possessed by effective leaders and include superior mental ability, emotional maturity, and problems-solving skills

5 5 Table 9.1 Summary of Leadership Skills Stogdills Task- Related Characteristics Stogdills Social Characteristics Gallup Organizations Leadership Talents Initiative Need to excel or achieve Task orientation Drive for responsibility Responsibility in pursuit of objectives Administrative ability Interpersonal skills Tact and diplomacy Ability to enlist cooperation Social participation Cooperativeness Attractiveness Goal orientation Energy Ability to help people grow A desire to win Willingness to accept challenge

6 6 Theory X and Theory Y Theory X holds that people are basically lazy Theory Y holds that, under the right conditions, people will work

7 7 Figure 9.2 Continuum of Leadership Behavior Task Oriented Authoritarian On this end, subordinates input is small or not wanted PaternalisticParticipative People-Oriented Laissez-Faire On this end, subordinates input is large and is expected

8 8 Figure 9.3 Leader-Subordinate Interactions Leader Subordinate Leader Subordinate Authoritarian Leadership Paternalistic Leadership

9 9 Figure 9.3 (Contd) Leader Subordinate Leader Subordinate Laissez-Faire Leadership Participative Leadership Continual flow of info. from leader to subordinate Continual exch. of info. between leader and subordinate and/or between subordinates themselves Occasional exch. of info between leader and subordinate

10 10 Figure 9.4 A Leadership Grid High People Low Work High People High Work Low Work Low People High Work Low People LowHigh Concern for Work Low High Concern for People

11 11 Figure 9.5 Contingency Leadership Styles Applied to a Leadership Grid Manger of a Successful Sales Group President of a Large Corporation Manager of an R&D Laboratory Foreman on an Assembly Line LowHigh Concern for Work Low High Concern for People

12 12 Fiedlers Contingency Model … holds that leader effectiveness is determined by leadership style and situational variables The least preferred coworker scale describes the individual with whom the respondent can work least well

13 13 Situational Variables in Fiedlers Model Leader-member relations Task structure Leader position power

14 14 Figure 9.7 The Managerial Grid 1, 9 Country Club Manager 9,9 Team Builder 5,5 Organization Man 1,1 Do-Nothing Manager 9,1 Production Pusher 1 Low Concern for Production 9 High 9 1 Low Concern for People

15 15 Key Terms in the Chapter Leadership Leadership characteristics Personal characteristics Trait theory Technical skills Human skills Conceptual skills Theory X Theory Y Authoritarian leadership Paternalistic leadership Participative leadership Laissez-faire leadership Leadership dimensions Fiedlers contingency model

16 16 Key Terms in the Chapter (contd.) Least preferred coworker scale Leader-member relations Task structure Leader position power Managerial grid 1,1, Managerial style 9,1 Managerial style 1,9 Managerial style 5,5 Managerial style 9,9 Managerial style Charismatic leader Transformational leader Transactional leader


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