Leadership+Project+%282%29+Projector+Version

7/31/2019 Leadership+Project+%282%29+Projector+Version

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ORGANIZATIONAL BEHAVIOR

Basic Approaches in Leadership


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AFTER EXPERIENCING THIS PRESENTATAION,

YOU SHOULD BE ABLE TO:

1. Contrast leadership and management.

2. Summarize the conclusions of trait theories.

3. Identify the limitations of behavioral theories.

4. Examine different leadership styles.

5. Describe Fiedlers contingency model.

6. Explain Hersey and Blanchards situationaltheory.

7. Summarize leader-member exchange theory.

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AFTER EXPERIENCING THIS PRESENTATAION,

YOU SHOULD BE ABLE TO :

7. Describe the path-goal theory.

8. Identify the situational variables in the

leader-participation model.

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AFTER EXPERIECNING THIS PRESENTATAION,

YOU SHOULD BE ABLE TO:

Management is The process used to accomplish organizational goals through

planning, organizing, leading and controlling people and other organizational

resources.

Many people believe that leadership is simply, being the first, biggest or most

powerful. Leadership in organizations has a different and more meaningful

definition.

Very simply put, a leader is interpreted as someone who:

Sets direction in an effort and influences people to follow that direction.

How they set that direction and influence people depends on a variety of factorsthat we'll consider later on. To really comprehend the "territory" of leadership, we

will briefly scan some of the major theories, notice various styles of leadership

and review some of the suggested traits and characteristics that leaders should

have. .

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Management Styles

There are several different leadership styles thatcan be identified within each of the followingmanagement techniques. Each technique has itsown set of good and not-so-good characteristics,and each uses leadership in a different way. before

looking at these let us examine this case study.

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WHAT IS LEADERSHIP?

management

Use of authority inherent indesignated formal rank toobtain compliance fromorganizational members


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TRAIT THEORIES

Leadership TraitsLeadership Traits::

Ambition and energyAmbition and energy

The desire to leadThe desire to lead

Honesty and integrityHonesty and integrity

Self-confidenceSelf-confidence

IntelligenceIntelligence

Job-relevantJob-relevantknowledgeknowledge

Leadership TraitsLeadership Traits::

Ambition and energyAmbition and energy

The desire to leadThe desire to lead

Honesty and integrityHonesty and integrity

Self-confidenceSelf-confidence

IntelligenceIntelligence

Job-relevantJob-relevantknowledgeknowledge


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TRAIT THEORIES

LimitationsLimitations::

No universal traits that predict leadership in allNo universal traits that predict leadership in all

situations.situations.

Traits predict behavior better in weak thanTraits predict behavior better in weak than

strong situations.strong situations.

Unclear evidence of the cause and effect ofUnclear evidence of the cause and effect of

relationship of leadership and traits.relationship of leadership and traits. Better predictor of the appearance ofBetter predictor of the appearance of

leadership than distinguishing effective andleadership than distinguishing effective and

ineffective leaders.ineffective leaders.

LimitationsLimitations::

No universal traits that predict leadership in allNo universal traits that predict leadership in all

situations.situations.

Traits predict behavior better in weak thanTraits predict behavior better in weak thanstrong situations.strong situations.

Unclear evidence of the cause and effect ofUnclear evidence of the cause and effect of

relationship of leadership and traits.relationship of leadership and traits.

Better predictor of the appearance ofBetter predictor of the appearance of

leadership than distinguishing effective andleadership than distinguishing effective and

ineffective leaders.ineffective leaders.


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BEHAVIOURAL THEORIES

Trait theory:Trait theory:

Leaders are born, not made.Leaders are born, not made.

Behavioral theory:Behavioral theory:

Leadership traits can be taught.Leadership traits can be taught.

Trait theory:Trait theory:

Leaders are born, not made.Leaders are born, not made.

Behavioral theory:Behavioral theory:

Leadership traits can be taught.Leadership traits can be taught.


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5 Typical Patterns of Leadership Behavior.

TELLING The leader identifies a problem,considers alternative solutions, chooses one of

them, and then tells others what they are to do the

leader may not consider what the group will think

or feel about the decision, but group members

clearly do not participate in decision making.

Coercion may not be used or implied.

SELLING the leader as before, makes the

decision without consulting the group.

However, instead of simply announcing thedecision, he/she tries to persuade the group

members to accept it. The leader points out

how he has considered organization goals and

interest of group members and states how the

member will benefit from carrying out the

decision.

CONSULTING.. The leader here gives

the group members a chance to

influence the decision from the

beginning. Problems and relevant

background information are presented,

and then the members are asked fortheir ideas.

JOINING The leader here

participates in the discussion as just

another member and agrees in

advance to carry out whatever

decision the group make. The only

limits placed on the group are those

given to the leader by his superiors.


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5 Typical Patterns of Leadership Behavior.

TESTING The leader identifies a

problem and proposes a tentative

solution. Before finalizing it, however,

he/she gets the reactions of those

who will implement it. The leader

says, in effect, Id like your frank

reactions to this proposal, and I will

then make the final decision.


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OHIO STATE STUDIES


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UNIVERSITY OF MICHIGAN STUDIES


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The

ManagerialGrid


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Scandinavian Studies


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Contingency Theories: Fiedlers Model


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Fiedlers Model: Defining the Situation


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Findings from Fiedler

Model


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Cognitive Resource Theory

Research Support:

Less intelligent individualsperform better in leadership

roles under high stress than

do more intelligent individuals.

Less experienced people

perform better in leadership

roles under low stress than do

more experienced people.

Research Support:

Less intelligent individuals

perform better in leadership

roles under high stress than

do more intelligent individuals.

Less experienced people

perform better in leadershiproles under low stress than do

more experienced people.


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Hersey and Blanchards Situational

Leadership Theory

Follower

readine

ss:a

bility

andw

illing

ness

Follower

readine

ss:a

bility

andw

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ness

Leader: decreasing need for support and supervisionLeader: decreasing need for support and supervision


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LeaderMember Exchange Theory


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Leader-Member Exchange Theory


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Path-Goal Theory


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The Path-Goal Theory


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Leader-Participation Model


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Contingency Variables in the Revised

Leader-Participation Model


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ANY QUESTIONS

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Leadership+Project+%282%29+Projector+Version