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Leadership Skills Interpersonal Skills Intrapersonal Skills Putting it all together..

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Presentation on theme: "Leadership Skills Interpersonal Skills Intrapersonal Skills Putting it all together.."— Presentation transcript:

1 Leadership Skills Interpersonal Skills Intrapersonal Skills Putting it all together..

2 Motivating talent Developing & communicating vision Goal setting Persuasion Persistence Leadership Skills

3 Interpersonal Skills Social Skills Self-monitoring Self Control Intrapersonal Skills Emotional Stability Self Control Attitudes toward authority Learning style

4 Teaching Method LectureSelf AssessmentRole Play House (1996) Leadership Quarterly Leadership behaviors Pat Howard Leadership Ex

5 1.Supervisors (Pat Howards) display different types of leadership behaviors based on the needs & abilities of the three different subordinates (Chris, Jan, Fran) 2.Subordinates evaluate effectiveness of three different supervisors’ leader behaviors 3.Supervisors obtain comparative feedback 4.Both roles need to control own preferences for leader behavior Goals of Pat Howard Leadership Exercise

6 Pat Howard Leadership Exercise Each team has 6 students: –3 are “Pat” the supervisor roles, 3 are different subordinates (Chris, Jan, Fran) Pat Roles plan strategy of meeting with different subordinates Pats meet with Chris, Jan, Fran After each meeting, subordinates evaluate Pat & Pat complete self evaluation of leadership behavior After all 3 meetings, Pats get feedback from each of the subordinates (Chris, Jan, Fran) If time permits, round 2 (supervisors and subordinates switch roles with new information)

7 Basic Idea of House’s Theory Different kinds of Leader’s Behaviors Amount of Subordinate’s Motivation Align emp. goal with org. goal Clarify path to achieve goal Use appropriate behaviour Supportive Directive Achievement Participative Motivation=Effort intensity: How hard one works length: How long one works

8 Directive (path goal clarifying) Supportive Achievement Participative Kinds of Leader Behavior that Increase Subordinate Motivation

9 Role Ambiguity Motivation To understand why path goal clarifying behavior is motivating, consider why subordinates may not motivated Role Ambiguity=Lack of clarity on –what is expected –How one’s performance will be evaluated –Criteria for evaluation

10 Clarify what the performance goals are Instructs how to effectively carry out tasks to accomplish goals Identify what standards will be used to judge performance Schedule & coordinate work Clarify rules, procedures, policies Allocate reward & punishments based on performance Path goal clarifying (directive) behaviors

11 Describe & Plan Directive Behavior Describe how you displayed or should have displayed path-goal clarifying behaviors to your subordinates. Performance Feedback exercise (Flintstones) Salary Negotiation Chris the Donut Company Manager Vleader Students write individual plan for Pat Howard… –Of the three subordinates, who needs path-goal clarifying behavior? How will you display it?

12 Path-Goal Clarifying Behavior Reduces Ambiguity Motivation The definition of path goal clarifying behavior implies that it reduces ambiguity

13 Some contingencies Novel Roles Subordinates with low ability Those with low tolerance for ambiguity prefer path-goal clarifying behaviors

14 When subordinate are new to their roles, they may perceive those roles as being ambiguous, path goal behaviors are only effective for those new subordinates Novel roles may foster role ambiguity Path-Goal Clarifying Behavior Role Ambiguity Novelty of Role Motivation

15 When subordinate are low in ability they may perceive their role as being ambiguous and path goal behaviors may only be effective for those low ability subordinates Low ability may foster role ambiguity Subordinate Ability Path-Goal Clarifying Behavior Role Ambiguity Motivation

16 Role ambiguity Employee Motivation Leader clarifies role (path & goal) Novelty of role Sub Ability Relative effectiveness of Path goal clarifying behaviors in increasing motivation depends on two contingencies

17 Directive (path goal clarifying) Supportive Achievement Participative What’s next...

18 Show concern for welfare Create a friendly and supportive environment What are Supportive Behaviors

19 How Supportive Behaviors affect Subordinates Supportive Behavior Builds self confidence Builds social satisfaction Reduces Stress Alleviates frustration

20 Describe and Plan Supportive Behaviors Describe how you will display or should have displayed supportive behaviors to your subordinates. Flintstones Salary Negotiation Chris –Which needed supportive behavior? How did you display it? Students write individual plan for Pat Howard –Of the three subordinates, who needs supportive behavior? How will you display it?

21 Directive (path goal clarifying) Supportive Achievement Participative What’s next...

22 Encouraging subordinates to influence how decisions are made, how work is done What are Participative Behaviors

23 How Participative Behaviors affect Subordinates Participative Behavior Clarify links between effort, performance & rewards Increase congruence between organizational & individual goals Enable subordinate autonomy Increase subordinate’s involvement & commitment

24 Describe how displayed or should have displayed participative behaviors to your subordinates. Flintstones Salary Negotiation Chris the Donut Company Manager Students write individual plan for Pat Howard Describe & Plan Participative Behaviors

25 Some contingencies Internal locus of control prefer participative behaviors

26 Directive (path goal clarifying) Supportive Achievement Participative What’s next...

27 Set challenging goals Look for improvement Focus on excellent performance Demonstrate that you are confident that subordinates can achieve the high standards of performance you set Achievement Oriented Behaviors

28 How Achievement Oriented Behaviors affect Subordinates Achievement oriented Behavior Make subordinates to work to achieve higher performance levels Increase subordinate confidence to meet challenging goals

29 Describe how displayed or should have displayed Achievement behaviors to your subordinates. Flintstones Salary Negotiation Chris the Donut Company Manager Students write individual plan for Pat Howard Describe & Plan Achievement Behaviors

30 Sets goals Involves subordinates Encourage when faced with setbacks Specifies how to do achieve goal Directive Supportive Achievement Participative To summarize…

31 For those in Pat Howard Role…. How easy/difficult was it for you change your behavior w/different subordinates? –What leadership style (s) should be most effective for each of the subordinates? Why? Compare the leadership style you think you used with the one you should have used given your subordinate’s characteristics vs. feedback What aspects of your self (need for affiliation, need for power etc, self monitoring, task-oriented leadership style) influenced your ability to vary your leadership behavior

32 For those in Subordinate Role What leadership style (s) should be most effective for your role? Why? What differences did you observe in the behavior of the different supervisors? –What made some supervisors more effective than others? How did your preference for certain styles (e.g., due to your internal locus of control/low tolerance for ambiguity) prevent you from effectively assessing the supervisor and/or from playing your role effectively

33 Implications of Pat Howard Exercise  Difficulty being flexible w/different subordinates while not appearing to be inconsistent, fake, or unfair  Leader’s style changes w/the same subordinate over time (e.g., Chris McBride)  To be effective leaders, one needs to tailor one’s behavior to specific situational factors

34 Sample student answers See Notes section of this slide


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