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Commerce 2BA3 Leadership Week 11 (Part A)

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Commerce 2BA3 Leadership Week 11 (Part A) Dr. Teal McAteer DeGroote School of Business McMaster University What is Leadership? The influence that particular ... – PowerPoint PPT presentation

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Title: Commerce 2BA3 Leadership Week 11 (Part A)


1
Commerce 2BA3 Leadership Week 11 (Part A)
  • Dr. Teal McAteer
  • DeGroote School of Business
  • McMaster University

2
What is Leadership?
  • The influence that particular individuals exert
    on the goal achievement of others in an
    organizational context.

3
Formal vs. Informal
  • Formal
  • Legitimacy
  • Role/position
  • Informal
  • No legitimate title
  • Positive power always
  • Critical knowledge and experience

4
Leaders versus Managers
  • The role of the leader and the role of the
    manager are not the same.
  • Is it possible to be a manager yet not have
    influence?

5
Transformational vs Transactional
  • Transformational
  • Arouse intense feelings
  • Inspirational
  • Rely on personal sources of power
  • Charisma
  • Transactional
  • Motivate by exchanging rewards for services
  • Manager-like role

6
Trait Innate Behaviour Can be Trained
Universal Transformational Leaders Socio-emotional Task Leaders
Situation - Contingent Fiedlers Contingency Model of Leadership -Path-Goal Theory -Vroom-Yettons Model
7
Universal Leader Influence
  • Universal Trait Theories or Approaches
  • - belief that certain individuals are destined
  • to be leaders regardless of the situation.
  • - traits individual characteristics such as
  • physical attributes, intellectual ability,
    and
  • personality.
  • -limitations of the trait approach

8
Universal Leader Influence cont.
  • Universal Behaviour Theories/Approaches
  • Task Leader
  • - A leader who is concerned with
  • accomplishing a task by organizing
  • others, planning strategy, and dividing
  • labour.
  • Social-emotional Leader
  • - A leader who is concerned with reducing
  • tension, patching up disagreements, and
  • maintaining morale.

9
  • The Ohio State Studies
  • - Initiating Consideration the extent to
  • which a leader is approachable and shows
  • personal concern for employees
  • - Initiating Structure the degree to which a
  • leader concentrates on group goal
  • attainment.
  • - Overall study effects

10
Situation-Contingent Leader Influence
  • Contingency Trait Theories/Approaches
  • Fiedlers Contingency Theory
  • - The association between leadership
  • orientation and group effectiveness is
  • contingent on how favourable the
  • situation is for exerting influence
  • 1.Leadership Orientation
  • 2.Situational Favourableness

11
  • Leadership Orientation
  • - Least Preferred Co-Worker Scale
  • - LPC A current of past co-worker with
  • whom a leader has had a difficult time
  • accomplishing a task.
  • Situational Favourableness
  • - leader-member relations
  • - task structure
  • - position power
  • 3. The Contingency Model (Exhibit 9.2, p. 306)

12
Situation Contingent Leader Influence cont..
  • Contingency Behaviour Theories
  • Houses Path-Goal Theory
  • - This theory is concerned with the
  • situations under which various leader
  • behaviours are most effective.
  • 1. Leader Behaviour
  • 2. Situational Factors

13
  • Houses Path-Goal Theory cont..
  • 1. Leader Behaviour
  • - Directive behaviour
  • - Supportive behaviour
  • - Participative behaviour
  • - Achievement-oriented behaviour

14
  • 2. Situational Factors
  • Employee Characteristics
  • - level of authoritarianism
  • - locus of control
  • - level of ability
  • Environmental Factors
  • - nature of the task
  • - formal authority
  • 3. The Path-Goal Model (Exh. 9.3, p. 308)

15
  • Contingency Behaviour Theories cont..
  • 1. What is Participative Leadership?
  • - involving employees in making
  • work-related decisions
  • 2. Advantages of Participative Leadership
  • - motivation
  • - quality
  • - acceptance
  • 3. Problems with Participative Leadership
  • - time and energy
  • - loss of power
  • - lack of receptivity or knowledge

16
  • Vroom and Jagos Model of Participative
    Leadership
  • - specifies when leaders should use
  • participation and to what extent they
  • should use it.
  • - model suggests various degrees of
  • participation that a leader can exhibit
  • - range AI, AII, CI, CII, GII (A for
    autocratic
  • C for consultative G fro group)
  • - model (Exh. 9.5, p. 287)

17
Alternative Theories of Leadership
  • Leader-Member Exchange (LNX) Theory
  • - A theory of leadership that focuses on
  • the quality of the relationship that
  • develops between a leader and an
  • employee.

18
  • 2. Developmental Leadership
  • - A style of leadership that involves
  • working with organizational members as
  • partners and using persuasion and
  • negotiation rather than formal power and
  • authority to achieve high levels of
  • commitment rather than compliance.
  • - self-management
  • - empowerment
  • - persuasion and negotiation

19
  • 3. Strategic Leadership
  • - Leadership that involves the ability to
  • anticipate, envision, maintain flexibility,
  • think strategically, and work with others
  • to initiate changes that will create a
  • viable future for the organization

20
  • 4. Global Leadership
  • - A set of leadership capabilities required
  • to function effectively in different cultures
  • and the ability to cross language, social,
  • economic, and political borders.
  • -inquisitiveness
  • -personal character
  • -duality
  • -savvy

21
Neutralizers and Substitutes for Leadership
  • Neutralizers of Leadership
  • -factors in the work setting that reduce a
  • leaders opportunity to exercise influence
  • (employee, task and organizational factors)
  • Substitutes for Leadership
  • - factors in the work setting that can take
  • the place of active leadership, making it
  • unnecessary or redundant.
  • (employee, task and organizational factors)
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