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What is the nature of leadership? What are the important leadership traits
and behaviors? What are the contingency theories of leadership? What are some current issues in leadership development?
control others for the common good rather seeking to exercise control for personal satisfaction. Two sources of managerial power:
O Position power. O Personal power.
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outcomes. O Legitimate power. O Organizational position or status confers the right to control those in subordinate positions.
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knowledge and skills. O Referent power. O Capacity to influence others because they admire you and want to identify positively with you.
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and compelling sense of the future as well as an understanding of the actions needed to get there successfully.
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leadership:
O Challenge the process. O Show enthusiasm. O Help others to act. O Set the example.
O Celebrate achievements.
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Servant leadership
O Commitment to serving others. O Followers more important than leader. O Other centered not self-centered. O Power not a zero-sum quantity. O Focuses on empowerment, not power.
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and help others to gain power and achieve influence. O Effective leaders empower others by providing them with: O Information. O Responsibility. O Authority. O Trust.
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success:
O Drive
O Self-confidence
O Creativity O Cognitive ability O Business knowledge O Motivation O Flexibility O Honesty and integrity
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What are the important leadership traits and behaviors? Task concerns People concerns
O Plans and defines work O O O O
O Acts warm and
to be done. Assigns task responsibilities. Sets clear work standards. Urges task completion. Monitors performance results.
O
O O
supportive toward followers. Develops social rapport with followers. Respects the feelings of followers. Is sensitive to followers needs. Shows trust in followers.
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people concern.
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What are the important leadership traits and behaviors? Classic leadership styles:
O Autocratic style. O Emphasizes task over people, keeps authority and
information within the leaders tight control, and acts in a unilateral command-and-control fashion. O Laissez-faire style. O Shows little concern for task, lets the group make decisions, and acts with a do the best you can and dont bother me attitude. O Democratic style. O Committed to task and people, getting things done while sharing information, encouraging participation in decision making, and helping people develop skills and 18 competencies.
leaders.
O High LPC relationship-motivated leaders.
Matching leadership style and situation: summary predictions from Fiedlers contingency theory.
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model.
O Leaders adjust their styles depending on
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O Participating.
O Low-task, high-relationship style. O Works best in low- to moderate-readiness
situations.
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situations.
O Telling.
O High-task, low-relationship style.
O Work best in low-readiness situations.
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standards. O Participative leadership. O Involve subordinates in decision making. O Consult with subordinates. O Ask for subordinates suggestions. O Use subordinates suggestions.
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involved that can reduce the need for a leaders personal involvement.
O Possible leadership substitutes:
O Subordinate characteristics. O Task characteristics. O Organizational characteristics.
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leader-participation theory:
O Decide alone. O Consult individually. O Consult with group. O Facilitate. O Delegate.
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participation theory:
O Decision quality.
O Who has the information needed for problem solving.
O Decision acceptance.
O Importance of subordinate acceptance to eventual
implementation.
O Decision time.
O Time available to make and implement the decision.
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problem. O The leader is confident and capable of acting alone. O Others are likely to accept and implement the decision. O Little or no time is available for discussion.
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participation theory, a leader should use group-oriented and participative decision methods when
O the leader lacks sufficient information to solve a
problem by himself/herself. O the problem is unclear and help is needed to clarify the situation. O acceptance of the decision and commitment by others is necessary for implementation. O adequate time is available for true participation.
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methods:
O Help improve decision quality.
decision methods:
O Lost efficiency. O Not particularly useful when problems must
be solved immediately.
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Superleaders.
O Persons whose vision and strength of personality have
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Transactional leadership
O Someone who directs the efforts of others through
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leaders:
O Vision. O Charisma. O Symbolism. O Empowerment.
O Intellectual stimulation.
O Integrity.
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Emotional intelligence. O The ability of people to manage themselves and their relationships effectively. O Components of emotional intelligence:
O O O O
transformational leadership.
O Men tend to use transactional leadership.
O Interactive leadership provides a good fit with the
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Gender and leadership O Future leadership success will depend on a persons capacity to lead through:
O O O O
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rank.
O Earning and keeping the trust of others.
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standards meeting the test of good rather than bad and right rather than wrong. O All leaders are expected to maintain high ethical standards. O Long-term, sustainable success requires ethical behavior. O Integrity involves the leaders honesty, credibility, and consistency in putting values into action.
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followers. O Leaders have a moral obligation to build performance capacities by awakening peoples potential. O Authentic leadership activates performance through the positive psychological states of confidence, hope, optimism, and resilience. O Authentic leadership helps in clearly framing and responding to moral dilemmas, and serving as ethical role models.
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Thanks