Part 14 Leadership

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2. What Is Leadership?. In the wake of perusing these areas, you ought to have the capacity to:. clarify what administration is. portray who pioneers are and what viable pioneers do.. 3. Initiative. Contrasts in the middle of Leaders and Managers. Substitutes for Leadership. 1. 4. Pioneers versus Managers. Administrators Do things rightStatus quoShort-termMeansBuildersProblem tackling.

Presentation Transcript

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MGMT Chuck Williams Chapter 14 Leadership Designed & Prepared by B-books, Ltd.

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What Is Leadership? In the wake of perusing these areas, you ought to have the capacity to: clarify what authority is. portray leaders' identity and what powerful pioneers do.

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Leadership Differences amongst Leaders and Managers Substitutes for Leadership 1

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Leaders versus MANAGERS Do things right Status quo Short-term Means Builders Problem fathoming LEADERS Do the correct thing Change Long-term Ends Architects Inspiring & spurring 1

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Leaders versus Managers American associations (and most likely those in a significant part of whatever is left of the industrialized world) are under driven and over overseen. They don't give careful consideration to making the best choice, while they give careful consideration to doing things right. - Warren Bennis 1

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Beyond the Book Substitutes for Leadership substitutes subordinate, errand, or authoritative qualities that make pioneers excess or superfluous Leadership neutralizers subordinate, undertaking, or hierarchical attributes that meddle with a pioneer's activities Leaders wear " t constantly matter Poor administration is not the reason for each authoritative emergency

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Beyond the Book Leadership Substitutes and Neutralizers

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Who Leaders Are and What Leaders Do Leadership Traits Leadership Behavior 2

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Initiating Structure how much a pioneer structures the parts of supporters by setting objectives, giving bearings, setting due dates, and doling out assignments. Thought The degree to which a pioneer is neighborly, receptive, and steady and shows sympathy toward representatives. Initiative Behaviors 2.2

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Blake/Moulton Leadership Grid 9 1,9 Country Club Management Team Management 9,9 8 7 6 5 4 3 2 Impoverished Management Authority-Compliance 1,1 9,1 1 2 3 4 5 6 7 8 9 High Middle of the Road 5,5 Concern for People Low Concern for Production Low 2.2 High

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Situational Approaches to Leadership After perusing these segments, you ought to have the capacity to: clarify Fiedler's possibility hypothesis. portray how way objective hypothesis functions. clarify the standardizing choice hypothesis.

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Situational Favorableness Group Performance Leadership Style = Putting Leaders in the Right Situation: Fiedler's Contingency Theory 3

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Putting Leaders in the Right Situation: Fiedler's Contingency Theory Least Preferred Coworker Situational Favorableness Matching Leadership Styles to Situations 3

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Leadership Style: Least Preferred Coworker Leadership style is the way a pioneer by and large acts toward devotees seen as steady and hard to change Style is measured by the Least Preferred Co-specialist scale (LPC) relationship-arranged errand arranged 3.1

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Leadership Style: Least Preferred Coworker Scale 3.1

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Situational Favorableness how much a specific circumstance either allows or denies a pioneer the opportunity to impact the conduct of gathering individuals. Three variables: Leader-part relations Task structure Position control Situational Favorableness 3.2

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Situational Favorableness 3.2

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Matching Leadership Styles to Situations 3.3

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Beyond the Book WellPoint CEO Adopts New Leadership Style The new WellPoint CEO Angela Braly needed to deal with the rejection of fund boss David Colby, who disregarded organization approach. Braly has adopted an alternate strategy to untidy official expulsions, for example, this by being open and in advance about what happened with a specific end goal to subdue gossipy tidbits. Source : V. Fuhrmans and C. Hymowitz, "WellPoint's CEO Takes the Reins, Facing Challenge," The Wall Street Journal , 6 June 2007, B1.

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Path-Goal Theory An authority hypothesis that expresses that pioneers can build subordinate fulfillment and execution by illuminating and clearing the ways to objectives and by expanding the number and sorts of prizes accessible for objective accomplishment. Way Goal Theory 4

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Clarify ways to objectives Clear ways to objectives by taking care of issues and evacuating barriers Increase the number and sorts of prizes accessible for objective accomplishment Do things that fulfill devotees today or will prompt to future prizes or fulfillment Offer adherents something novel and important past what they're encountering Basic Assumptions of Path-Goal Theory 4

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Path-Goal Theory Subordinate Contingencies Perceived Ability Locus of Control Experience Leadership Styles Directive Supportive Participative Achievement-Oriented Outcomes Subordinate fulfillment Subordinate execution Environmental Contingencies Task Structure Formal Authority System Primary Work Group 4

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Leadership Styles Subordinate and Environmental Contingencies Outcomes Adapting Leader Behavior: Path-Goal Theory 4

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Leadership Styles Directive illuminating desires and rules Supportive being inviting and receptive Participative permitting contribution on choices Achievement-Oriented setting testing objectives 4.1

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Beyond the Book Sue Nokes' Leadership Style Translates into Customer Satisfaction Sue Nokes, accountable for deals and client benefit at T-Mobile, is accused of ensuring clients are content with their administration. She does this by ensuring client benefit reps at T-Mobile call focuses are glad at their occupations. Glad, persuaded workers will, thusly, serve clients better. Some of her strategies: appearing at neighborhood call focuses to bolster representatives, tuning in to worker protests and wishes, making flexibility for representatives to give fair criticism. Source : J. Reingold, "You Got Served," Fortune , 1 October 2007, 55-58 .

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Subordinate Environmental Perceived capacity Locus of control Experience Subordinate and Environmental Contingencies Task structure Formal specialist framework Primary work gather 4.2

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Path Goal Theory: When to Use Leadership Styles 4.2

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Beyond the Book Adapting Leadership Behavior Hersey and Blanchard's Situational Leadership Theory Worker Readiness Leadership Styles

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Beyond the Book Worker Readiness The capacity and ability to assume liability for guiding one " s conduct at work Components of laborer status: Job availability Psychological preparation

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Beyond the Book R4 sure eager capable R3 uncertain not willing capable R2 certain ready not capable R1 shaky not capable not willing Worker Readiness

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Beyond the Book high undertaking conduct low relationship conduct Telling (R1) Selling (R2) high errand conduct high relationship conduct Participating (R3) low assignment conduct high relationship conduct Delegating (R4) low assignment conduct low relationship conduct Leadership Styles

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Normative Decision Theory Decision Styles Decision Quality and Acceptance 5

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Leader acknowledges any choice bolstered by the whole gathering AI AII CI CII GII Share issue with gathering, get thoughts. Settle on choice, which could possibly reflect input. Share issue, get thoughts from people. Select an answer yourself. Pioneer takes care of the issue or settles on the choice Solve the issue yourself Obtain data. Select an answer yourself. Impart issue to assemble. Together attempt to achieve an answer. Pioneer goes about as facilitator. Choice Styles 5.1

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Beyond the Book Outside Pressure on GM Restructuring Fall 2008 saw the Detroit-based automobile industry looking to the U.S. government for a bailout to keep organizations like General Motors from defaulting on some loans. Alongside a potential $15 billion bundle, government authorities applied outside weight on GM to change its administration, with some requiring the renunciation of CEO Rick Wagoner. Change in administration is normal amid conservation, regardless of whether squeezed from inside or outside. The issue here? Disappointment of the business to stay aware of purchaser inclinations and develop. Source: J. D. Stoll and G. Hitt, " Outside Pressure Grows for GM to Oust Wagoner, " The Wall Street Journal , 8 December 2008. A16.

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Decision Quality and Acceptance Using the perfect measure of representative support: enhances choice quality enhances acknowledgment Decision tree helps pioneer distinguish optimal level of investment 5.2

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Normative Theory Decision Rules to Increase Decision Quality Rule If the nature of the choice is imperative, then don't utilize an imperious choice style. Pioneer Information Rule If the nature of the choice is vital, and if the pioneer doesn't have enough data to settle on the choice on his or her own, then don't utilize an imperious choice style. Subordinate Information Rule If the nature of the choice is vital, and if the subordinates don't have enough data to settle on the choice themselves, then don't utilize a collective choice style. 5.2

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Normative Theory Decision Rules to Increase Decision Quality Goal Congruence Rule If the nature of the choice is imperative, and subordinates' objectives are not the same as the association's objectives, then don't utilize a cooperative choice style. Issue Structure Rule If the nature of the choice is imperative, the pioneer doesn't have enough data to settle on the choice on his or her own, and the issue is unstructured, then don't utilize an absolutist choice style. 5.2

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Normative Theory Decision Rules to Increase Decision Acceptance Commitment Probability Rule If having subordinates acknowledge and focus on the choice is imperative, then don't utilize a totalitarian choice style Subordinate Conflict Rule If having subordinates acknowledge the choice is vital and basic to fruitful usage, and if subordinates are probably going to differ or wind up in strife over the choice, then don't utilize a dictatorial or consultative choice style Commitment Requirement Rule If having subordinates air conditioning

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