Core Concepts of Management Schermerhorn

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Core Concepts of ManagementSchermerhorn

• Principles of Management
• 8 Nov 2004
• CMSU
• Ms. Long

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Chapter 11Leading -- To Inspire Effort

• Planning Ahead
• What is leadership?
• What are the important leadership models and
  theories?
• What are current directions in leadership
  development?
• What are the leadership anchors for dynamic
  times?

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What is Leadership?

• Leadership and Vision
• What is Leadership?
• What is a Visionary?

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What is Leadership?

• Leadership and Vision
• Leadership
• process of inspiring others to work hard to
  accomplish important tasks
• Visionary
• someone who has a clear sense of the future

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What is Leadership?

• Five core principles for meeting the challenges
  of visionary leadership are?
• 1.
• 2.
• 3.
• 4.
• 5.

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What is Leadership?

• Five core principles for meeting the challenges
  of visionary leadership are?
• 1. Challenge the Process
• 2. Be enthusiastic
• 3. Help others to act
• 4. Set the example
• 5. Celebrate achievements

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What is Leadership?

• _________ is the
• ability to get someone else to do what you want
  them to

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What is Leadership?

• Tell me the difference between the following
  three forms of position power.
• Reward
• Coercive
• Legitimate

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What is Leadership?

• Position Power
• Reward
• influence through rewards
• Coercive
• influence through punishment
• Legitimate
• influence through authority

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What is Leadership?

• Ralph makes it a point to always offer help in
  technical areas in which he is skilled and
  knowledgeable. His subordinates trust his
  judgment, and form one of the most productive
  units in the company. What type of power is Ralph
  exerting?
• A. Legitimate power.
• B. Coercive power.
• C. Referent power.
• D. Expert power.
• E. Reward power.

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What is Leadership?

• __________ is the ability to influence the
  behavior of other people through identification.
• A. Legitimate power.
• B. Expert power.
• C. Coercive power.
• D. Reward power.
• E. Referent power.

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What is Leadership?

• The process that managers use to allow others to
  gain power and achieve influence within the
  organization is known as __________.
• A. Planning.
• B. Organizing.
• C. Empowerment.
• D. Authority.
• E. Motivating.

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How Leaders can Empower Others

• Involve others in selecting their work
  assignments and tasks
• Create an environment of cooperation, information
  sharing, discussions, and shared ownership of
  goals.
• Encourage others to take initiative, make
  decisions, and use their knowledge.
• Find out what others think and let them help
  design solutions.
• Give others the freedom to put their ideas and
  solutions into practice.
• Recognize successes and encourage high
  performance.

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Leadership Models and Theories

• What are the seven personal traits now considered
  important as personal foundations for leadership
  success?
• 1.
• 2.
• 3.
• 4.
• 5.
• 6.
• 7.

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Leadership Models and Theories

• What are the seven personal traits now considered
  important as personal foundations for leadership
  success?
• 1. drive
• 2. desire to lead
• 3. motivation
• 4. honesty and integrity
• 5. self-confidence
• 6. intelligence and knowledge
• 7. flexibility

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Leadership Models and Theories

• Fiedlers Contingency Model
• The basic premise of Fiedlers contingency theory
  is that leadership success depends on __________.
• A. The managers relationship with the
  employees.
• B. The managers ability to change styles, given
  the situation.
• C. The match between leadership style and
  situational demands.
• D. The personality of the manager and the
  employees.
• E. The managers knowledge of the work
  situation.)

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Leadership Models and Theories

• Fiedlers Contingency Model
• Diagnosing situational control
• leader-member relations (good or poor)
• degree of task structure (high or low)
• amount of position (strong or weak)

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Leadership Models and Theories

• Fiedlers Contingency Model
• Matching leadership style and situation
• task oriented leader is most successful
• very favorable (high control)
• very unfavorable (low control)
• relationship oriented leader is most successful
• moderate control situation

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Leadership Models and Theories

• The basic premise of the Hersey-Blanchard
  situational
• leadership model is that __________.
• A. Managers should find situations that suit
  their leadership style.
• B. Managers should first define the situational
  demands of the work setting.
• C. Managers should determine the amount of
  situational control they believe they have in
  each situation.
• D. Managers should adjust their leadership
  styles depending on the readiness of the
  followers to perform in a given situation.
• E. Managers should use the leadership style that
  is most comfortable for them.

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Leadership Models and Theories

• What are the four Hersey-Blanchard Leadership
  Styles?
• 1.
• 2.
• 3.
• 4.

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Leadership Models and Theories

• Hersey-Blanchard Leadership Styles
• Delegating
• Participating
• Selling
• Telling

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Leadership Models and Theories

• In Hersey and Blanchards situational leadership
  model, a manager who allows the group to make
  task decisions and take responsibility for them
  uses which leadership style?
• A. Telling.
• B. Participating.
• C. Delegating.
• D. Asking.
• E. Selling.

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Leadership Models and Theories

• In Hersey and Blanchards situational leadership
  model, a manager who emphasizes the sharing of
  ideas and involvement in decision making uses
  which leadership style?
• A. Congenial.
• B. Delegating.
• C. Participating.
• D. Asking.
• E. Selling.

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Leadership Models and Theories

• In Hersey and Blanchards situational leadership
  model, a manager who explains task directions
  persuasively and with much support uses which
  leadership style?
• A. Telling.
• B. Selling.
• C. Delegating.
• D. Directing.
• E. Participating..

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Leadership Models and Theories

• In Hersey and Blanchards situational leadership
  model, a manager who gives specific task
  directions and closely supervises work progress
  uses which leadership style?
• A. Telling.
• B. Participating.
• C. Delegating.
• D. Asking.
• E. Selling

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Leadership Models and Theories

• Identify Houses Path-Goal Leadership Theory four
  leadership styles.

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Leadership Models and Theories

• Houses Path-Goal Leadership Theory
• Directive-Letting subordinates know what is
  expected giving directions on what to do and how
  scheduling work to be done
• Supportive-Doing things to make work more
  pleasant treating group members as equals being
  friendly and approachable
• achievement-oriented-setting challenges goals
  expecting the highest levels of performance
• Participative-involving subordinates in decision
  making consulting with subordinates asking for
  suggestions from subordinates using these
  suggestions when making a decision

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Leadership Models and Theories

• According to Houses path-goal leadership theory,
  a manager who __________ is showing a supportive
  leadership style
• A. Lets subordinates know what performance is
  expected.
• B. Urges subordinates to perform at their
  highest level.
• C. Consults with subordinates before making job
  changes.
• D. Treats subordinates as equals and acts
  friendly toward them.
• E. Uses subordinates suggestions in making
  decisions.

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Leadership Models and Theories

• Houses path-goal leadership model advises
  managers to use leadership styles that complement
  situational needs. Which of the following
  statements accurately represents the advice
  provided by the path-goal model?
• A. When job assignments are ambiguous, directive
  leadership is needed to clarify task objectives
  and expected rewards.
• B. When worker self-confidence is low,
  supportive leadership is needed to increase
  confidence by clarifying individual abilities and
  offering needed task assistance.
• C. When performance incentives are poor,
  participative leadership is needed to identify
  individual needs and appropriate rewards.
• D. When task challenge is insufficient,
  achievement-oriented leadership is needed to set
  goals and raise performance aspirations.
• E. All of these are accurate statements.

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Leadership Models and Theories

• Substitutes for Leadership
• Aspects of the work setting and the people
  involved that can reduce the need for a leaders
  personal involvement
• Possible leadership substitutes
• Subordinate characteristics
• Task characteristics
• Organizational characteristics

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Leadership Models and Theories

• The Vroom-Jago leader-participation model is
  designed to __________.
• A. Enable leaders to define their leadership
  style.
• B. Enable leaders to define the situational
  characteristics of the work setting so that the
  best leadership style can be used.
• C. Help leaders choose an appropriate
  decision-making method for any problem situation.
• D. Help leaders develop suitable leadership
  traits.
• E. Provide ready-made decisions concerning
  leadership situations.

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Leadership Models and Theories

• Vroom-Jago leader-participation theory
• Use group-oriented and participative
  decision-making methods when
• The leader lacks sufficient information to solve
  a problem by himself/herself.
• The problem is unclear and help is needed to
  clarify the situation.
• Acceptance of the decision by others is
  important.
• Adequate time is available for true participation.

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Leadership Models and Theories

• Vroom-Jago leader-participation theory
• Use authority-oriented decision-making methods
  when
• The leader has greater expertise to solve a
  problem.
• The leader is confident and capable of acting
  alone.
• Others are likely to accept the decision.
• Little or no time is available for discussion.

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Directions in Leadership Development

• ____________ leadership refers to someone who
  uses charisma and related qualities to raise
  aspirations and shift people and organizational
  systems into new high-performance patterns.
• A. Participative.
• B. Charismatic.
• C. Transformational.
• D. Transactional.
• E. Old-fashioned.

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Directions in Leadership Development

• ____________ leadership focuses on the leader
  adjusting tasks, rewards, and structures to help
  followers meet their needs while working to
  accomplish organizational objectives.
• A. Participative.
• B. Charismatic
• C. Transformational.
• D. Transactional.
• E. Old-fashioned.

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Directions in Leadership Development

• What are the six Qualities of Transformational
  Leaders?
• 1.
• 2.
• 3.
• 4.
• 5.
• 6.

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Directions in Leadership Development

• Qualities of Transformational Leaders
• vision
• charisma
• symbolism
• empowerment
• intellectual stimulation
• integrity

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Directions in Leadership Development

• ________ _______________ (EI)
• ability to understand and deal well with emotions
  at work
• threshold capabilities are technical or
  knowledge-based skills
• excellence in leadership depends on EI
• can be learned

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Trends in Leadership Development

• Gender and Leadership
• _______ may be more prone to democratic and
  participative behaviors
• ________ may be more transactional

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Leadership Anchors in Dynamic Times

• Good Old-Fashioned Leadership
• define and establish a sense of mission
• accept leadership as responsibility rather than
  rank
• earn and keep trust of others

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Leadership Anchors in Dynamic Times

• Moral Leadership
• actions and personal example sets high ethical
  standards
• obligation to supply necessary spark to awaken
  potential
• high expectations tend to generate high
  performance