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Core Concepts of Management Schermerhorn

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Core Concepts of Management Schermerhorn Principles of Management 8 Nov 2004 CMSU Ms. Long Chapter 11 Leading -- To Inspire Effort Planning Ahead What is leadership? – PowerPoint PPT presentation

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Title: Core Concepts of Management Schermerhorn


1
Core Concepts of ManagementSchermerhorn
  • Principles of Management
  • 8 Nov 2004
  • CMSU
  • Ms. Long

2
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?

3
What is Leadership?
  • Leadership and Vision
  • What is Leadership?
  • What is a Visionary?

4
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

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

6
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

7
What is Leadership?
  • _________ is the
  • ability to get someone else to do what you want
    them to

8
What is Leadership?
  • Tell me the difference between the following
    three forms of position power.
  • Reward
  • Coercive
  • Legitimate

9
What is Leadership?
  • Position Power
  • Reward
  • influence through rewards
  • Coercive
  • influence through punishment
  • Legitimate
  • influence through authority

10
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.

11
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.

12
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.

13
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.

14
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.

15
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

16
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.)

17
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)

18
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

19
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.

20
Leadership Models and Theories
  • What are the four Hersey-Blanchard Leadership
    Styles?
  • 1.
  • 2.
  • 3.
  • 4.

21
Leadership Models and Theories
  • Hersey-Blanchard Leadership Styles
  • Delegating
  • Participating
  • Selling
  • Telling

22
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.

23
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.

24
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..

25
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

26
Leadership Models and Theories
  • Identify Houses Path-Goal Leadership Theory four
    leadership styles.

27
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

28
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.

29
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.

30
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

31
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.

32
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.

33
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.

34
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.

35
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.

36
Directions in Leadership Development
  • What are the six Qualities of Transformational
    Leaders?
  • 1.
  • 2.
  • 3.
  • 4.
  • 5.
  • 6.

37
Directions in Leadership Development
  • Qualities of Transformational Leaders
  • vision
  • charisma
  • symbolism
  • empowerment
  • intellectual stimulation
  • integrity

38
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

39
Trends in Leadership Development
  • Gender and Leadership
  • _______ may be more prone to democratic and
    participative behaviors
  • ________ may be more transactional

40
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

41
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
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