Upload
tim-arroyo
View
1.082
Download
0
Tags:
Embed Size (px)
Citation preview
LEADERSHIPChapter 11
WHAT ARE THE FOUNDATIONS OF EFFECTIVE LEADERSHIP?
Leadership – the process of inspiring others to work hard to accomplish important tasks
Leadership is one of the four functions of management
Leaders use position power to achieve influence
Power – ability to let someone else do something you want done
Reward power – achieves influence by offering something of value
Coercive power – achieves influence by of punishment
Legitimate power – achieves influence by formal authority
Leaders use personal power to achieve influence Expert power – achieves influence by expertise Referent power – achieves influence by personal
identification
Leaders bring vision to leadership situations Vision – clear sense of future Visionary leadership – brings the situation a clear
sense of the future and understanding to get there
Leaders display different traits in the quest for leadership effectiveness
Leaders display different styles in the quest for leadership effectiveness
Leadership style – recurring pattern of behaviors exhibited by a leader
Autocratic leader – acts in unilateral command – and –control fashion
Human relations – leader emphasizes people over task
Democratic leader – encourages participation with an emphasis on task and people
Laissez-faire leader – disengaged, showing low task and people concerns
WHAT CAN WE LEARN FROM CONTINGENCY LEADERSHIP THEORIES?
Contingency leadership perspective – suggests that what is successful as a leadership style varies according to the situation and the people involved
Feidler’s contingency model matches leadership styles with situational differences
The Hersey-Blanchard situational relationship model matches leadership styles with the maturity of followers
House’s path-goal theory matches leadership styles with task and follower characteristics
Substitutes for leadership – factors in work setting that direct work efforts without the involvement of a leader
Leader-member exchange theory describes how leaders treat in-group and out-group followers
The Vroom-Jago model describes a leader’s choice of alternative decision making methods
WHAT ARE CURRENT ISSUES AND DIRECTIONS IN LEADERSHIP DEVELOPMENT?
Transformational leadership inspires enthusiasm and great performance
Charismatic leader – develops special leader-follower relationship and inspires followers in extraordinary ways
Transactional leadership – directs efforts of others through tasks, rewards and structures
Transformational leadership – inspirational and arouses extraordinary effort and performance
Emotionally intelligent leaders handle emotions and relationships well
Emotional Intelligence (EI) – ability to manage our emotions in leadership and social relationships
Interactive leadership emphasizes communication, listening and participation
Gender similarities hypothesis – males and females have similar psychological make-ups
Interactive leadership - strong on communicating, participation, and dealing with problems by teamwork
Moral leadership builds trust from a foundation of personal integrity
Moral leadership – has integrity and appears to others as “good” and “right” according to ethical standards
Integrity in leadership is honesty, credibility and consistency in putting values into action
Servant leadership is follower-centered and empowering
Servant leadership – means serving others and helping them use their talents to help organizations best serve community
Empowerment – gives people job freedom and power to influence affairs in the organization