1. HOFAM vak Organisatie & Management les 9

2. Het vier-instrumentenmodel van managementcontrol 2

3. Cultural Leadership 3 ●Articulates a vision that employees can believe in ●Defines and communicates central values that employees believe in ●Values are tied to a clear and compelling mission, or core purpose ●Heeds the day-to-day activities that reinforce the cultural vision – work procedures and reward systems match and reinforce the values

4. Nature of Leadership 4 The ability to influence people toward the attainment of organizational goals. Leadership is reciprocal, occurring among people. Leadership is a “people” activity, distinct from administrative paper shuffling or problem-solving activities. Leadership is dynamic and involves the use of power.

5. 5 The Leadership Grid Blake and Mouton −Two-dimensional leadership theory that measures the leader’s concern for people and for production −Builds on the work of Ohio State and Michigan studies

6. The Leadership Grid 6

7. Hersey and Blanchard’s Situational Theory of Leadership 7

8. The Level 5 Leadership Hierarchyive Common Dysfunctions of Teams 8

9. Leading Change 9 Transactional Leaders  Clarify the role and task requirements of subordinates  Initiate structure  Provide appropriate rewards  Display consideration for subordinates  Meet the social needs of subordinates

10. Leading Change 10 Charismatic Leaders  The ability to inspire  Motivate people to do more than they would normally do  Tend to be less predictable than transactional leaders  Create an atmosphere of change  May be obsessed by visionary ideas

11. Leading Change 11 Transformational Leaders  Similar to charismatic leaders  Distinguished by their special ability to bring about innovation and change by  Recognizing followers’ needs and concerns  Helping them look at old problems in new ways  Encouraging them to question the status quo

12. Sources of Power 12  Legitimate Power: power coming from a formal management position.  Reward Power: stems from the authority to bestow rewards on other people.  Coercive Power: the authority to punish or recommend punishment.  Expert Power: leader’s special knowledge or skill regarding the tasks performed by followers.  Referent Power: personality characteristics that command subordinates’ identification, respect, and admiration so they wish to emulate the leader.

13. High-Performance Culture 13