leadership management, Study notes of Management Theory

Download leadership management and more Study notes Management Theory in PDF only on Docsity! LEADING Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved. 1 The Nature of Leadership • Many styles of leadership can be effective • People, influence, and goals – Reciprocal, occurring among people – A “people” activity, different than administration and problem-solving – Leadership is the ability to influence people toward the attainment of goals Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved. 2 15.1 Level­Five Hierarchy Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved. 5 • Work exists for the development of the worker • Servant leaders transcend self-interest to serve others • Servant leaders give away power, ideas, information, recognition, credit, and money Servant Leadership Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved. 6 Leaders who know and understand themselves  Inspire trust and commitment Staying true to one’s values and beliefs Respect diverse viewpoints Espouse and act with higher order ethical values Encourage collaboration Help others learn, grow, and develop as leaders Authentic Leadership Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved. 7 15.3 Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved. 10 From Management to Leadership Good management is essential to organizations But, good managers must be leaders Management promotes stability, order, and problem solving Leadership motivates toward vision and change Leadership cannot replace management, there should be a balance of both Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved. 11 15.4 Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved. 12 Behavioral Approaches • Research beyond leadership traits • Defined two leadership behaviors: – Task-oriented behavior – People-oriented behavior • Foundation of important leadership studies Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved. 15 Ohio State Studies Identified two major behaviors: – Consideration; people oriented • Mindful of subordinates • Respects ideas and feelings • Establishes mutual trust – Initiating structure; task behavior • Task oriented • Directs work activities toward goals Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved. 16 Michigan Studies Compared the behavior of effective and ineffective supervisors – Employee-centered leaders (most effective) • Establish high performance goals • Display supportive behavior – Job-centered leaders (not effective) • Less concerned with goal achievement/human needs • Focus on meeting schedules, cost- management, and efficiency Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved. 17 Situational Theory of Leadership • Extension of behavioral theories • Focus on characteristics of followers • Seek appropriate leadership behavior • Leadership is based on relationship with followers and readiness level of followers Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved. 20 15.7 The Situational Model of Leadership Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved. 21 Fiedler’s Contingency Theory • Leader’s style is task oriented or relationship oriented – Relatively fixed leadership style difficult to change • Goal is to match the leader’s style with organizational situation • Analyze the leader’s style to the favorability of the situation Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved. 22 Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved. 25 Charismatic and Visionary Leadership • Charismatic leaders are skilled in the art of visionary leadership – Vision is an attractive ideal future • Inspire and motivate people to do more – A lofty vision – Ability to understand and empathize – Empowering and trusting subordinates • Visionary leaders speak to the hearts of employees to be a part of something big Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved. 26 Transformational versus Transactional  Leadership Transactional – Clarify tasks – Initiate structure – Provide awards – Improve productivity – Hard working – Tolerant & fair- minded – Focus on management Transformational – Innovative – Recognize follower needs – Inspire followers – Create a better future – Promote significant change Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved. 27 Power and Influence • Position Power – Legitimate Power – Reward Power – Coercive Power • Personal Power – Expert Power – Referent Power • Other Sources of Power – Personal Effort – Network of Relationships – Information Both leaders and followers use power to get things done Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved. 30 15.11 Seven Interpersonal Influence Tactics for  Leaders Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved. 31