Presentation is loading. Please wait.

Presentation is loading. Please wait.

Fundamentals of Leadership

Similar presentations

Presentation on theme: "Fundamentals of Leadership"— Presentation transcript:

1 Fundamentals of Leadership
Chapter 9 Fundamentals of Leadership

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 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 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 Table 9.1 Summary of Leadership Skills
Stogdill’s Task-Related Characteristics Stogdill’s Social Characteristics Gallup Organization’s 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 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 Figure 9.2 Continuum of Leadership Behavior
Task Oriented People-Oriented Authoritarian On this end, subordinate’s input is small or not wanted Paternalistic Participative Laissez-Faire On this end, subordinate’s input is large and is expected

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

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

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

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

12 Fiedler’s 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 Situational Variables in Fiedler’s Model
Leader-member relations Task structure Leader position power

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

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 Fiedler’s contingency model

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

Download ppt "Fundamentals of Leadership"

Similar presentations

Ads by Google