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Title:

Leadership

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Leadership Definitions & Overview Power Trait approaches Contingency Transformational and transactional leadership Dysfunctional leadership Leadership: Definitions ... – PowerPoint PPT presentation

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Title: Leadership


1
Leadership
  • Definitions Overview
  • Power
  • Trait approaches
  • Contingency
  • Transformational and transactional leadership
  • Dysfunctional leadership

2
Leadership Definitions Overview
  • Ability to influence a group toward the
    achievement of goals
  • Requires a leader and follower(s)
  • Different from management??
  • Leadership doing the right things
  • Management doing things right
  • Successful vs. effective managers

3
Power
  • Power is the underlying ability, used or not,
    that a person has to influence the thoughts or
    actions of another person.
  • Social influence

4
The Zone of Indifference
No Work Sundays No Shop during lunch hour for
boss ? Make coffee for the office
Yes Work 40 hours in the week Yes Type
letters Yes Perform filing Yes Work occasional
paid overtime
Inside zone of indifference Normal inducements su
fficient
Outside zone of indifference Extraordinary induce
ments required
? Bring sandwiches to boss for lunch No Type
school papers for bosss kids No Fudge bosss
expense accounts
5
Sources of Power
Coercive
Charismatic
Referent
Reward
Expert
Legitimate
6
Responses to the Use of Power
7
Trait Approaches
  • A 1991 study shows strong evidence for these
    traits
  • Drive achievement, ambition, energy, tenacity,
    and initiative
  • Leadership motivation personalized vs.
    socialized
  • Honesty and integrity truthful, ethical,
    principled
  • Self-Confidence including emotional stability
  • Cognitive ability
  • Knowledge of the business
  • Weaker support was found for
  • Charisma
  • Creativity and originality
  • Flexibility

8
Ohio State Model
  • Concern for people
  • Concern for the job
  • Are they mutually exclusive?

9
The Managerial Grid
Team Management
Country Club
Middle of the Road
Concern for People
Impoverished Management
Compliance with Authority
Concern for Production
10
Situational Leadership
  • Blanchard Hersey
  • Different people have different needs
  • One-style-fits-all leadership doesnt work

11
Leadership Styles
High
12
Development Levels
13
Leadership Styles
  • Style 1 Directing
  • The leader provides specific instructions and
    closely supervises task accomplishment
  • Style 2 Coaching
  • The leader continues to direct and closely
    supervise task accomplishment, but also explains
    decisions, solicits suggestions, and supports
    progress
  • Style 3 Supporting
  • The leader facilitates and supports subordinates
    efforts toward task accomplishment and shares
    responsibility for decision making with them
  • Style 4 Delegating
  • The leader turns over responsibility for decision
    making and problem solving to subordinates

14
Transformational and Transactional Leadership
  • Transactional leadership..
  • Clarify task and role requirements
  • Provide structure and rewards
  • Meet subordinates social needs
  • Transformational leadership.
  • Broadens and elevates subordinates interests
  • Promotes awareness and acceptance of a shared
    vision
  • Moves employees to pursue the best interests of
    the organization

15
Becoming a Transformational Leader The Four Is
  • Idealized Influence
  • Serving as a role model
  • Inspirational Motivation
  • Encouraging subordinates to challenge processes
    and impart meaning to work
  • Intellectual Stimulation
  • Fostering subordinates sense of creativity and
    innovation
  • Individual Consideration
  • Attending and responding to individual needs

16
Charismatic Power
  • Self-confidence
  • Vision
  • Ability to articulate the vision
  • Strong convictions about the vision
  • Behavior that is out of the ordinary
  • Change agent
  • Environmental sensitivity

17
Dysfunctional Leadership
  • Too much vision
  • Personal needs made paramount
  • Building a monument to themselves
  • Blind drive prevents seeing external environment
  • Pyrrhic victory
  • Victory -- but at what cost?
  • Blind ambition, empire building
  • Chasing a vision before its time
  • Failure to reality-test ideas
  • Blind to the market and what it wants
  • Manipulative management, impression management
  • Lack of administrative skills

18
Fatal Flaws of Leaders Who Derail
  • Insensitive to others
  • Aloof and arrogant
  • Betrayal of trust
  • Overly ambitious
  • Over-managing
  • Unable to think strategically
  • Unable to adapt to situations
  • Overly dependent on an advocate or mentor
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