Leadership MGT 3310. Defining Leadership Leader Versus Manager Managing Broader in scope Focuses on...
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Transcript of Leadership MGT 3310. Defining Leadership Leader Versus Manager Managing Broader in scope Focuses on...
LeadershipMGT 3310
Defining Leadership
Leader Versus Manager
Managing
Broader in scope
Focuses on non-behavioral issues
Leading
Emphasizes mainly behavioral issues
Copyright ©2012 Pearson Education, Inc. Publishing as Prentice Hall 16-2
Defining Leadership
Copyright ©2012 Pearson Education, Inc. Publishing as Prentice Hall 16-3
The Trait Approach to Leadership
Successful leaders tend to possess the following characteristics:
1. Intelligence, including judgment and verbal ability
2. Past achievement in scholarship and athletics
3. Emotional maturity and stability
4. Dependability, persistence, and a drive for continuing achievement
5. The skill to participate socially and adapt to various groups
6. A desire for status and socioeconomic positionCopyright ©2012 Pearson Education, Inc. Publishing as Prentice Hall 16-4
The Situational Approach to Leadership: A Focus on Leader
Behavior
Copyright ©2012 Pearson Education, Inc. Publishing as Prentice Hall 16-5
Leadership Situations and Decisions
The Tannenbaum and Schmidt Leadership Continuum (Page 372)
The manager:
1. Makes the decision and announces it
2. “Sells” the decision
3. Presents ideas and invites questions
4. Presents a tentative decision that is subject to change
5. Presents the problem, gets suggestions, and then makes the decision
6. Defines the limits and asks the group to make a decision
7. Permits the group to make decisions within prescribed limits
The Situational Approach to Leadership: A Focus on Leader
Behavior
Copyright ©2012 Pearson Education, Inc. Publishing as Prentice Hall 16-6
The Situational Approach to Leadership: A Focus on Leader
Behavior Leadership Situations and
Decisions (continued)
◦Determining How to Make Decisions as a Leader
1. Forces in the Manager Manager’s values
Level of confidence in subordinates
Personal leadership strengths
Tolerance for ambiguity
Copyright ©2012 Pearson Education, Inc. Publishing as Prentice Hall 16-7
The Situational Approach to Leadership: A Focus on Leader
Behavior Leadership Situations and Decisions (continued)
◦ Determining How to Make Decisions as a Leader (continued)
2. Forces in Subordinates
They have a relatively high need for independence
They have a readiness to assume responsibility for decision making
They have a relatively high tolerance for ambiguity
They are interested in the problem and believe it is important to solve it
They understand and identify with the organization’s goals.
They have necessary knowledge and experience to deal with problem
They have learned to expect to share in decision making
Copyright ©2012 Pearson Education, Inc. Publishing as Prentice Hall 16-8
The Situational Approach to Leadership: A Focus on Leader
Behavior Leadership Situations and Decisions
(continued)
◦Determining How to Make Decisions as a Leader (continued)
3. Forces in the SituationType of organization in which the leader works
Effectiveness of a group
Problem to be solved
Time available to make a decision
Copyright ©2012 Pearson Education, Inc. Publishing as Prentice Hall 16-9
The Situational Approach to Leadership: A Focus on Leader
Behavior Leadership Situations and
Decisions (continued)
◦Determining How to Make Decisions as a Leader: An Update
◦The Vroom-Yetton-Jago Model1. Organizational decisions should be of high
quality
2. Subordinates should accept and be committed decisions
Decision Styles
Using the ModelCopyright ©2012 Pearson Education, Inc. Publishing as Prentice Hall 16-10
The Situational Approach to Leadership: A Focus on Leader
Behavior
Copyright ©2012 Pearson Education, Inc. Publishing as Prentice Hall 16-11
The Situational Approach to Leadership: A Focus on Leader
Behavior
Copyright ©2012 Pearson Education, Inc. Publishing as Prentice Hall 16-12
The Situational Approach to Leadership: A Focus on Leader
Behavior Leadership Behaviors
◦The OSU StudiesStructure behavior
Consideration behavior
Leadership Style
◦The Michigan Studies Job-Centered Behavior
Employee-Centered Behavior
Copyright ©2012 Pearson Education, Inc. Publishing as Prentice Hall 16-13
The Situational Approach to Leadership: A Focus on Leader
Behavior
Copyright ©2012 Pearson Education, Inc. Publishing as Prentice Hall 16-14
The Situational Approach to Leadership: A Focus on Leader
Behavior Leadership Behaviors (continued)
◦Effectiveness of Various Leadership Styles Comparing Styles
◦The Hersey–Blanchard Life Cycle Theory of Leadership Maturity
The Life Cycle Model
Exceptions to the Model
Applying Life Cycle Theory
Copyright ©2012 Pearson Education, Inc. Publishing as Prentice Hall 16-15
The Situational Approach to Leadership: A Focus on Leader
Behavior (page 379)
Copyright ©2012 Pearson Education, Inc. Publishing as Prentice Hall 16-16
The Situational Approach to Leadership: A Focus on Leader
Behavior Leadership Behaviors (continued)
◦Fiedler’s Contingency Theory Changing the Organization to Fit the Leader
Leader–member relationsTask structurePosition power
Actions to modify the leadership situation:1. Change the individual’s task assignment
2. Change the leader’s position power
3. Change the leader–member relations in this group
Copyright ©2012 Pearson Education, Inc. Publishing as Prentice Hall 16-17
The Situational Approach to Leadership: A Focus on Leader
Behavior
Copyright ©2012 Pearson Education, Inc. Publishing as Prentice Hall 16-18
The Situational Approach to Leadership: A Focus on Leader
Behavior
Copyright ©2012 Pearson Education, Inc. Publishing as Prentice Hall 16-19
The Situational Approach to Leadership: A Focus on Leader
Behavior Leadership Behaviors (continued)
◦The Path–Goal Theory of Leadership Leadership Behavior
1. Directive behavior
2. Supportive behavior
3. Participative behavior
4. Achievement behavior
Copyright ©2012 Pearson Education, Inc. Publishing as Prentice Hall 7-20