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Transcript of Leadership d
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Topic 7
Understanding Leadership in a
Dynamic Environment
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Transparency 13-2 2001 South-Western Publishing
Leadership
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Learning ObjectivesSlide 1 of 2
1. Define leadership and explain its
significance to an organization.
2. Differentiate between the different leader-
centered approaches to leadership.
3. Describe the various types of power leaders
use.
4. Explain what is meant by self-leadership
and why it is important to the organization.
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Learning ObjectivesSlide 2 of 2
5. Characterize how leadership substitutes
work.
6. Identify and define the variables in the
situational leadership model.
7. Clarify how empowerment can increase the
power and autonomy of organizational
members.
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Leadership Defined
A responsibility and a process that is an
observable, understandable, learnable set of
skills and practices available to everyone,
anywhere in the organization.
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What is leadership
The process of directing and
influencing the task-related
activities of group members
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Leadership Defined
A responsibility and a process that is an
observable, understandable, learnable set of
skills and practices available to everyone,
anywhere in the organization.
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mp ca ons oleadership
1.Leadership involve other people
2.Leadership involve an unequal
distribution of power 3.Leaders can influence
subordinates in a variety of ways
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The importance leadership
1.To direct and supervise subordinates
2.To influence and motivatessubordinates
3.To encourage teamwork
4.To enhance cooperation
5.To accomplish org objectives
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Approaches to the study onleadership
1. Leader centered approach
2. Follower centered approach
3. Interactive approach
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Leader-Centered ApproachesSlide 1 of 4
Trait FocusThe assumption that some people are endowed
with certain physical characteristics (e.g.,
height, appearance), aspects of personality (e.g.,
self-esteem, dominance, emotional stability),
and aptitudes (e.g., general intelligence,
creativity).
t
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e ra t pproac oLeadership
1.Assumed that leaders were born and not
made.
2.Researchers took two approaches :
i) Compare the traits of leaders and non
leaders
ii) Compare the traits of effective leaders
and ineffective leaders
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The Trait Approach To Leadership
3.Examples of desirable traits include
wisdom, courage, honesty and
sincerity.
4.Examples of traits compared
include physical characteristics,mental ability, charisma, attitude
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The Trait Approach To Leadership
5.However the trait theory is
inconclusive because of many
conflicting evidence.
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Leader-Centered ApproachesSlide 2 of 4
Behavior FocusExamines what effective leaders do rather than
what effective leaders are.
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Leader-Centered ApproachesSlide 3 of 4
Behavioral Models Define a leaders effectiveness based on two
orientations:
Task orientation - Setting performance goals,
planning and scheduling work, coordinating
activities, giving directions, setting standards,
providing resources, and supervising worker
performance.
Relations orientation - A behavior that showsempathy for concerns and feelings, being supportive
of needs, showing trust, and similar attributes.
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e e av ora pproacTo Leadership
Assumes that leadership can be
learned
Focused on two aspect of
leadership behavior :
i) Leadership function
ii) Leadership style
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Leadership Function
A leader performs two major
functions:
a) Task related or problem solvingfunctions
b) Group maintenance or social
functions.
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Leadership styles
a) Task oriented styles - focus on
closely supervise subordinates
b) Employee oriented styles -Focus on motivating rather than
controlling subordinates
T O B i
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Types O Be avioraLeadership Theories
1.The Ohio State University studies
2.The University of Michigan studies
3.The Managerial Grid 4.Likert System 4 Management
T O i St t U i it
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T e O io State UniversityStudies
Researchers at OSU uses two
variables:
a) Initiating structure b) Consideration
They found that the most effectiveleadership styles is High consideration.
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OSU Studies2/2
Low structureHigh consideration
High StructureLow consideration
Low structureLow consideration
High structureHigh consideration
Consideration
Structure
Low
High
Low
High
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The Ohio State University Studies
However the researchers also found
that effective leadership style also
depend on situational factors. For
example Air force commanders who
were rated high on consideration were
less effective
U i it O Mi i
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University O Mic iganStudies
Distinguished between Production
centered and Employee centered
managers Found that the most effective
leadership style is the Employee
centered.
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The Managerial Grid
Developed by Robert Blake and Jane
Mouton
Identifies five types of leadershipstyles :
1. Style 1,1- Impoverished mgt. Low
concern for both people and production.Also known as Laissez-faire management.
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The Managerial Grid
2.Style 1,9 - Country club mgt.High
concern employees but low concern for
production
3.Style 5,5 - Middle of the road mgt
Intermediate concern for both
production andemployees.
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The Managerial Grid
4.Style 9,1 - Autocratic mgt. High
concern for production but low
concern for people.
5.Style 9,9 -Team or democratic mgt.
High concern for both production and
employees.This is the most effectivestyle.
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The Diagram2/3
1
5
6
7
8
9
2
3
4
5 6 7 8 91 2 3 4
1,9 9,9
5,5
9,1
CONCERN FOR PRODUCTION
CONCER
N
FOR
PEOPLE
1,1
Li ert System Four
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Li ert System FourManagement
Developed by Rensis Likert
Proposed that there are four types of
management styles: 1. Autocratic authoritative - Mgt
make all decisions. Subordinates do
not have any rights to contribute ideas.
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Likert System Four Management
2.Benevolent Authoritative - Subordinates
are given some latitude to contribute ideas
but mgt still makes the final decisions.
3.Consultative- Subordinates contributionsare encourage.
4.Participative - Team or democratic styles
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Leader-Centered ApproachesSlide 4 of 4
Power FocusThe ability to marshal human, informational, or
material resources to get something done.
Two Categories of PowerPosition power: Power derived from the
opportunities inherent in a persons position in
an organization.
Personal power: Power derived from the
interpersonal relationships between leaders and
followers.
Forms of Position Power
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Forms of Position PowerSlide 1 of 4
Legitimate Power
Power that stems from formal authority.
Some people accept this power, as long as it is
not abused, because they attribute legitimacy tothe formal position and to the person who holds
that position.
Forms of Position Power
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Forms of Position PowerSlide 2 of 4
Coercive Power
The power to discipline, punish, and withhold
rewards.
Coercive power is important largely as apotential, rather than an actual, influence.
For example, the threat of being disciplined for
not getting to work on time may be effective in
changing an employees behavior.
Forms of Position Power
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Forms of Position PowerSlide 3 of 4
Reward Power
Derived from control over tangible benefits,
such as a promotion, a better job, a better work
schedule, or some form of recognition.For reward power to be influential, the
employee must value the rewards.
Forms of Position Power
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Forms of Position PowerSlide 4 of 4
Information Power
Control over information that involves the
leaders power to access and distribute
information that is either desired or vital toothers.
Forms of Personal Power
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Forms of Personal PowerSlide 1 of 2
Expert Power
The power to influence another person because
of expert knowledge and competence.
Computer specialists often have substantialexpert power in organizations because they
have technical knowledge that others need.
Forms of Personal Power
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Forms of Personal PowerSlide 2 of 2
Referent Power
The ability to influence others based on
personal liking, charisma, and reputation. It is
manifested through imitation or emulation.Much of the power wielded by strong political
leaders, professional athletics, musicians, and
artists is referent power.
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Power Orientation
Personalized Power Orientation
Associated with a strong need for esteem and
status; power is often used impulsively.
Socialized Power OrientationThe use of power for the benefit of others to
make subordinates feel strong and responsible.
F ll C t d A h
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Follower-Centered ApproachesSlide 1 of 5
1.Self-Leadership Focus
2.Leadership substitutes
F ll C t d A h
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Follower-Centered ApproachesSlide 1 of 5
Self-Leadership Focus
Self-leadership, sometimes referred to as
followership, is a paradigm founded on creatingan organization of leaders who are ready to lead
themselves.
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Characteristics of self-leadership
1.Capacity to motivate themselves
2.Loyalty to the organization
3.Stay focus on tasks
4.Understanding of the org
5.Willingness to take the initiative
6.Skilfulness and flexibility 7.Responsible for their actions
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Leadership substitutes
Variables that tend to outweigh or
prevents the leader from having an
effect on a follower performance.
Also known as Neutralizer.
Three major variables of
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Three major variables ofLeadership substitutes
1. Individual characteristics
2.Task characteristics
3.Organizational characteristics.
Follower Centered Approaches
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Follower-Centered ApproachesSlide 3 of 5
Leadership Substitutes
Individual characteristics
ExperienceTraining
Ability
Professional orientationIndifference to organizational rewards
Follower Centered Approaches
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Follower-Centered ApproachesSlide 4 of 5
Leadership Substitutes
Task characteristics
Degree of intrinsic satisfactionDegree of repetitiveness
Degree of structure or feedback
Follower Centered Approaches
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Follower-Centered ApproachesSlide 5 of 5
Leadership Substitutes
Organizational characteristics
Degree of formalityDegree of flexibility
Amount of cohesiveness
Independence of reward structureDegree of spatial distance frommanager
Interactive Approaches
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Interactive ApproachesSlide 1 of 7
Interactive ApproachesAnother method of examining leadership
effectiveness is to look at how leaders interactwith their followers.
The three approaches covered:
Situational leadership model
Empowerment
Transformational leadership
Interactive Approaches
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Interactive ApproachesSlide 2 of 7
Situational Leadership Model
Examines the interaction between leadership
behavior, the situation, and the followers
readiness. Readiness - The extent to which a subordinate
possesses the ability and willingness to complete a
specific task.
Task behavior - The extent to which a leaderorganizes and defines the role of followers by
explaining what each person must do and when,
where, and how tasks are to be accomplished.
Interactive Approaches
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Interactive ApproachesSlide 3 of 7
Situational Leadership ModelFour styles of leadership behavior:
Telling style - The leader provides specific
instructions and closely supervises performance.
Selling style - The leader explains decisions and
provides opportunities for clarification.
Participating style - The leader shares ideas and
maintains two-way communication to encourage and
support the skills subordinates have developed.
Delegating style - The leader provides the
subordinates with few task or relations behaviors.
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The Diagram
PHASE 3High Relationship
Low Task
PHASE 1High Task
Low Relationship
PHASE 4Low Task
Low Relationship
PHASE 2High Task
Low Relationship
Relationshipbehavior
TASK BEHAVIOR
LOW(Immaturity)
HIGH(Maturity)
LOW
HIGH
Hersey and Blanchards Situational
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Hersey and Blanchard s Situationalleadership theory(life-cycle theory)
1.Formulated by Paul Hersey and KennethBlanchard
2.Hold that the most effective leadership
style varies with the maturity ofsubordinates.
3.Maturity is not define in terms of age or
emotional stability but a desire forachievement, etc
Four Stages in The Situational
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Four Stages in The Situationalleadership theory(life-cycle theory)
Stage 1 - Telling Stage
Stage 2 - Selling Stage
Stage 3 - Participating Stage Stage 4 - Delegating Stage
St 1 T lli St
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Stage 1 - Telling Stage
High TaskA directive leadership isneeded. A non directive leader will
create anxiety and confusions among
new workers
Low relationshipManagers and
subordinates are in the process ofknowing each other.
St 2 S lli St
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Stage 2 - Selling Stage
High TaskDetail instructions is stillessential because subordinates are notyet able to function without the
structure High RelationshipSubordinate need
the support and encouragement from
the leader
Stage 3 - Participating
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Stage 3 ParticipatingStage
Low Task - Subordinates havemore ability.Therefore the leader
will no longer need to be asdirective.
High RelationshipThe leader
will still have to be supportive.
St 4 D l ti St
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Stage 4 - Delegating Stage
Low Task, Low Relationship
Subordinates become more
confident, self directing andexperienced.
Followers no longer need
direction.They are on their own.
Interactive Approaches
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Interactive ApproachesSlide 4 of 7
EmpowermentThe interaction of the leader giving away or
sharing power with those who use it to become
involved and committed to independent, high-quality performance.
Successful empowerment means that everyone
has been convinced that he or she makes a
difference to the success of the organization.
Interactive Approaches
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Interactive ApproachesSlide 5 of 7
Transformational Leadership The interaction process of the leaders behavior
and attitudes with the attitudes and behaviors of
followers.
e.g Leaders promotes innovation and
creativity and subordinates should try new
approaches.
T e Pat -Goa Approac
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T e Pat Goa ApproacTo Leadership
1.Formulated by Martin Evans and RobertHouse
2.Based on the Expectancy Model
3.Focuses on the leader as a source of
rewards.I.e Managers must clarify the
availability of rewards and what
subordinates must do to earn them.
Four Leadership Styles Based On
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p yThe Path Goal Theory
1.Directive- Provide detail instructionsand guidelines
2.Supportive- Show concern for the
needs of subordinates
3.Participative
4.Achievement orientedinfluencesubordinates to have a strong need for
success
W at is t e situationa
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W at is t e situationaapproaches to leadership?
The situational approaches toleadership focuses on the situational
factors influencing managerial style.
It assumes that there is no one best
leadership style .I.e effective
leadership depends on situational
factors
Situationa Factors in
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Situationa Factors inLeadership Effectiveness
1.The leaders personality, pastexperiences and expectations.
2.The expectations and behavior of
superiors
3.Subordinates characteristic,
expectations and behaviors
Situational Factors in Leadership
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pEffectiveness
4.Task requirements
5.Organizational culture and
policies 6.Peers expectation and behavior
Interactive Approaches
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Interactive ApproachesSlide 6 of 7
Primary Dimensions of Transformational Leadership
Dimension Leaders Specific Behavior Followers Behavior
IndividualizeConsideration
IntellectualStimulation
Mentors; is attentive toachievement and growth
needs
Is motivated, feelsvalued
Promotes innovation andcreativity; reframes
problems
Is encouraged to benovel and try new
approaches
Interactive Approaches
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Interactive ApproachesSlide 7 of 7
Primary Dimensions of Transformational Leadership
Dimension Leaders Specific Behavior Followers Behavior
InspirationalMotivation
IdealizedInfluence
Provides meaning andchallenge through prosocial,
collective action
Is aroused by teamspirit; enthusiastic;
optimistic
Shares risks; is considerateof others over own needs; is
ethical and moral
Shows admiration;respect; trust
Leader-Centered Approaches
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Leader Centered ApproachesSlide 1 of 4
Leader-Centered ApproachesFocus on traits, leader behaviors, and power.
Trait Focus
The assumption that some people are endowedwith certain physical characteristics (e.g.,
height, appearance), aspects of personality (e.g.,
self-esteem, dominance, emotional stability),
and aptitudes (e.g., general intelligence,creativity).
Leader-Centered Approaches
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ppSlide 2 of 4
Trait Focus (cont.) According to trait focused research,
successful leaders tend to possess the following
traits:
Drive, motivation, honesty and integrity, self-confidence, conceptual ability, and business
knowledge.
Behavior Focus
Examines what effective leaders do rather than
what effective leaders are.
Leader-Centered Approaches
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ppSlide 3 of 4
Behavioral Models Define a leaders effectiveness based on two
orientations:
Task orientation - Setting performance goals,
planning and scheduling work, coordinatingactivities, giving directions, setting standards,
providing resources, and supervising worker
performance.
Relations orientation - A behavior that showsempathy for concerns and feelings, being supportive
of needs, showing trust, and similar attributes.
Leader-Centered Approaches
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Leader Centered ApproachesSlide 4 of 4
Power FocusThe ability to marshal human, informational, or
material resources to get something done.
Two Categories of PowerPosition power: Power derived from the
opportunities inherent in a persons position in
an organization.
Personal power: Power derived from the
interpersonal relationships between leaders and
followers.
Forms of Position Power
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Slide 1 of 4
Legitimate PowerPower that stems from formal authority.
Some people accept this power, as long as it is
not abused, because they attribute legitimacy tothe formal position and to the person who holds
that position.
Company CEO
Forms of Position Power
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Slide 2 of 4
Coercive PowerThe power to discipline, punish, and withhold
rewards.
Coercive power is important largely as apotential, rather than an actual, influence.
For example, the threat of being disciplined for
not getting to work on time may be effective in
changing an employees behavior.
Forms of Position Power
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Slide 3 of 4
Reward PowerDerived from control over tangible benefits,
such as a promotion, a better job, a better work
schedule, or some form of recognition.For reward power to be influential, the
employee must value the rewards.
Forms of Position Power
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Slide 4 of 4
Information PowerControl over information that involves the
leaders power to access and distribute
information that is either desired or vital toothers.
Forms of Personal Power
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Slide 1 of 2
Expert PowerThe power to influence another person because
of expert knowledge and competence.
Computer specialists often have substantialexpert power in organizations because they
have technical knowledge that others need.
Forms of Personal Power
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Slide 2 of 2
Referent PowerThe ability to influence others based on
personal liking, charisma, and reputation. It is
manifested through imitation or emulation.Much of the power wielded by strong political
leaders, professional athletics, musicians, and
artists is referent power.
Power Orientation
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Power Orientation
Personalized Power OrientationAssociated with a strong need for esteem and
status; power is often used impulsively.
Socialized Power OrientationThe use of power for the benefit of others to
make subordinates feel strong and responsible.
Follower-Centered Approaches
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ppSlide 1 of 5
Self-Leadership FocusSelf-leadership, sometimes referred to as
followership, is a paradigm founded on creating
an organization of leaders who are ready to leadthemselves.
Follower-Centered Approaches
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ppSlide 2 of 5
Leadership SubstitutesVariables such as individual, task, and
organizational characteristics.
Neutralizer A condition that counteracts leader behavior and/or
prevents the leader from having an effect on a
follower or a specific situation.
Interactive Approaches
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ppSlide 1 of 7
Interactive ApproachesAnother method of examining leadership
effectiveness is to look at how leaders interact
with their followers.The three approaches covered:
Situational leadership model
Empowerment
Transformational leadership
Interactive Approaches
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ppSlide 2 of 7
Situational Leadership ModelExamines the interaction between leadership
behavior, the situation, and the followers
readiness. Readiness - The extent to which a subordinate
possesses the ability and willingness to complete a
specific task.
Task behavior - The extent to which a leaderorganizes and defines the role of followers by
explaining what each person must do and when,
where, and how tasks are to be accomplished.
Interactive Approaches
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Slide 3 of 7
Situational Leadership ModelFour styles of leadership behavior:
Telling style - The leader provides specific
instructions and closely supervises performance.
Selling style - The leader explains decisions and
provides opportunities for clarification.
Participating style - The leader shares ideas and
maintains two-way communication to encourage
and support the skills subordinates have developed.
Delegating style - The leader provides the
subordinates with few task or relations behaviors.
Interactive Approaches
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Slide 4 of 7
EmpowermentThe interaction of the leader giving away or
sharing power with those who use it to become
involved and committed to independent, high-quality performance.
Successful empowerment means that everyone
has been convinced that he or she makes a
difference to the success of the organization.
Interactive Approaches
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Slide 5 of 7
Transformational Leadership The interaction process of the leaders behavior
and attitudes with the attitudes and behaviors of
followers.There are four primary dimensions of
transformational leadership: idealized
influence, inspirational motivation, intellectual
stimulation, and individual consideration.
Interactive Approaches
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Slide 6 of 7
Primary Dimensions of Transformational Leadership
Dimension Leaders Specific Behavior Followers Behavior
IndividualizeConsideration
IntellectualStimulation
Mentors; is attentive toachievement and growth needs
Is motivated, feels valued
Promotes innovation andcreativity; reframes problems
Is encouraged to be noveland try new approaches
Interactive Approaches
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Slide 7 of 7
Primary Dimensions of Transformational Leadership
Dimension Leaders Specific Behavior Followers Behavior
InspirationalMotivation
IdealizedInfluence
Provides meaning andchallenge through prosocial,
collective action
Is aroused by team spirit;enthusiastic; optimistic
Shares risks; is considerate ofothers over own needs; is
ethical and moral
Shows admiration; respect;trust
Women as Leaders
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Transparency 13-87 2001 South-Western Publishing
Women as Leaders
The number of women in leadershippositions has increased steadily since 1970.
Women occupy slightly over 25 percent of
the supervisory positions in U.S. industryand just 11 percent of senior executive
positions in Fortune 500 companies,
although they represented 51% of thepopulation in 1999.
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Slide 1 of 2
Know yourself. Be a role model.
Learn to communicate with your ears open
and your mouth shut.
Know your team and be a team player.
Be honest with yourself as well as to others.
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Slide 2 of 2
Do not avoid risks. Believe in yourself.
Take the offense rather than the defense.
Know the ways of disagreement and the
means of compromise.
Be a good follower.