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Chapter 13

Chapter 13

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Chapter 13. Leaders. Individuals who… establish direction for a group gain the group members’ commitment motivate them to achieve goals to move in that direction. What Followers Expect of Leaders. Honesty Forward looking Inspiring Competence. Do things right . Do the right thing. - PowerPoint PPT Presentation

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Page 1: Chapter 13

Chapter 13

Page 2: Chapter 13

LeadersIndividuals who…•establish direction for a group•gain the group members’

commitment•motivate them to achieve

goals to move in that direction

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What Followers Expect What Followers Expect of Leadersof Leaders

•Honesty•Forward looking

•Inspiring•Competence

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Managers vs. Leaders

Do the right thingDo things right

VisionPlanning & budgeting

Imaginative ideasProcesses & Systems

Aligning people with visionOrganizing & Staffing

Motivate and inspireControl & Problem Solving

Produce changeProduce order, predicta-bility, results expected by stakeholders

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Traits of Successful Business Leaders

•Drive•Honesty and integrity•Motivation to be a leader•Self-confidence•Cognitive ability•Knowledge of the business•Creativity•Flexibility

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Leader Behaviors• Initiating structure)—organizing

and defining what group members should be doing to maximize output --task

• Consideration—creating mutual respect or trust; concerned with group members’ needs and desires--people

Task

People

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Historical View of Leadership

•Strong M

an

long ago present

•Transactor

•Visionary H

ero

•SuperLeader

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The Path Goal TheoryEnvironmental contingency factors

•Task structure•Formal authority system•Work group

Outcomes•Performance•Satisfaction

Leader Behavior styles•Directive•Supportive•Participative•Achievement oriented

Subordinate contingency factors

•Locus of control•Experience•Perceived ability

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Transactional vs. Transformational

Transactional“Tit for tat”

leaders who motivate employees with promises, rewards, and threats

Transformational Value-driven

change agents who emphasize the importance of tasks and motivate employees with a vision to go beyond self-interest for the good of the organization.

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Effective Leadership Practices

Challenging the process

Inspiring a shared vision

Enabling others to act

Modeling the way

Encouraging the heart

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Ethical Charismatic Leaders

•Use power to serve others•Align their vision with

followers’ needs and aspirations

•Accept and learn from criticism•Encourage followers to think

independently•Work to develop followers into

leaders

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Unethical Charismatic Leaders

•Motivated by personalized power•Pursue their own vision and goals•Censure critical or opposing views•Encourage blind obedience,

dependency, submission•Lack internal moral compass

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Emotional Intelligence

Self-awareness

Self-regulation

Motivation

Empathy

Social skill

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Creates meaning

Provides a worthwhile challenge

Energizing

Brings the future into the present

Creates a common identity