Presentation on theme: "chapter fourteen Leadership McGraw-Hill/Irwin"— Presentation transcript:1 Show
2 chapter fourteen Leadership
McGraw-Hill/Irwin 3 Learning Objectives Explain what leadership is, when leaders are effective and ineffective, and the sources of power that enable managers to be effective
leaders. Identify the traits that show the strongest relationship to leadership, the behaviors leaders engage in, and the limitations of the trait and behavioral models of leadership. 4 Learning Objectives Explain how contingency models of leadership enhance our understanding of effective leadership and management in organizations. Describe what transformational leadership is, and explain how managers can engage in it. Characterize the relationship between gender leadership.
5 The Nature of Leadership
6 Question? What is an individual who is able to exert influence over other people to help achieve group or organizational
goals? Manager Leader Chief Organizer The correct answer is “B” – leader. See next slide 7 The Nature of Leadership 8 The Nature of Leadership 9 The Nature of Leadership 10 Leadership Across Cultures 11 Sources of Managerial Power
12 Power: The Key to Leadership
13 Power: The Key to Leadership 14 Power: The Key to Leadership 15 Power: The Key to Leadership
16 Power: The Key to Leadership
17 Empowerment: An Ingredient in Modern Management
18 Empowerment: An Ingredient in Modern Management 19 Leadership Models Trait Model 20 Leadership Models Behavioral Model
21 Leadership Models Behavioral Model 22 Leadership Models Behavioral Model 23 Contingency Models of Leadership 24 Contingency Models of Leadership
25 Contingency Models of Leadership 26 Contingency Models of Leadership 27 Fiedler’s Model Situation Characteristics 28 Fiedler’s Model Situation Characteristics 29 Fiedler’s Contingency Theory of Leadership
30 House’s Path-Goal Theory 31 Question? Which
leadership behavior gives subordinates a say in matters that affect them? Directive behavior Supportive behavior Participative behavior Achievement-oriented behavior The correct answer is “C” – participative behavior. See slide 14-33 32 Motivating
with Path-Goal 33 Motivating with Path-Goal 34 Motivating with Path-Goal 35 Discussion Question Which leadership model is the most effective? 36 The Leader Substitutes Model 37 The Leader Substitutes Model 38 Transformational Leadership 39 Transformational Leadership
40 Being a Charismatic Leader
41 Being a Charismatic Leader
42 Intellectual Stimulation
43 Developmental Consideration
44 Transactional Leadership
45 Gender and Leadership The number of women managers is rising but is still relatively low in the top levels of management.
Stereotypes suggest women are supportive and concerned with interpersonal relations. Similarly, men are seen as task-focused. 46
Gender and Leadership Research indicates that actually there is no gender-based difference in leadership effectiveness. Women are seen to be more participative than men because they adopt the participative approach to overcome subordinate resistance to them as managers and they have better interpersonal skills.
47 Emotional Intelligence and Leadership
48 Emotional Intelligence and Leadership
49 Movie Example: The Fugitive Which type of leader is primarily concerned with ensuring that subordinates perform their work at a high quality level?According to Fiedler, task-oriented leaders are primarily concerned with ensuring that subordinates perform their work activities at a high quality level. Referent power is based on the special knowledge, skills, and expertise that a leader possesses.
When a leader assigns work to a subordinate?The delegating leadership style is a style of leadership where a group leader assigns projects or assignments to their employees and gives them free reign to work. The employee(s) get to make all decisions and choices, which they are then responsible for. The delegating leadership style came about in the 60's.
Which model of leadership focused on identifying the personal characteristics that cause effective leadership?The trait model of leadership focused on identifying the personal characteristics that cause effective leadership. Intelligence, knowledge and expertise, self-confidence, high energy, and integrity and honesty.
What kind of leadership shows a strong desire to serve and work for the benefit of others?Servant leadership is a style based on the desire to serve and give to your community. By putting the needs of others first, you empower people to perform at their best. When members of the community see your passion and your commitment through your actions, they want to be connected to you.
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