《领导力培训LEADERSHIPINORGANIZATIONS-1》由会员分享，可在线阅读，更多相关《领导力培训LEADERSHIPINORGANIZATIONS-1（46页珍藏版）》请在金锄头文库上搜索。
1、LEADERSHIP IN ORGANIZATIONSMANAGEMENT 6th Ed. By: Richard DaftPrepared by: GREGAR DONAVEN E. VALDEHUEZA, MBA Lourdes College InstructorLearning ObjectivesnDefine leadership and explain its importance for organizations. nIdentify personal characteristics associated with effective leaders. nExplain th
2、e five sources of power and how each causes different subordinate behavior. nDescribe the leader behaviors of initiating structure and consideration and when they should be used. nDescribe Hersey and Blanchards situational theory and its application to subordinate participation. nExplain the path-go
3、al model of leadership. nDiscuss how leadership fits the organizational situation and how organizational characteristics can substitute for leadership behaviors. nDescribe transformational leadership and when it should be used. Explain innovative approaches to leadership in the new workplace.The Nat
4、ure of LeadershipLeadership occurs among people, involves the use of influence, and is used to attain goals.Leadership: the ability to influence people toward the attainment of goals.Leadership versus ManagementLeader qualitiesSOUL Visionary Passionate Creative Flexible Inspiring Innovative Courageo
5、us Imaginative Experimental Initiates change Personal powerManager qualitiesMIND Rational Consulting Persistent Problem solving Tough-minded Analytical Structured Deliberate Authoritative Stabilizing Position powerMajor differences between manager and leader qualities relates to the source of power
6、and the level of compliance it engenders within followers.Power: the potential ability to influence others behavior.Position PowernLegitimate PowernPower that stems from a formal management position in an organization and the authority granted to it.nReward PowernPower that results from the authorit
7、y to bestow rewards on other people.nCoercive PowernPower that stems from the authority to punish or recommend punishment.Personal PowernExpert PowernPower that stems from special knowledge of or skill in the tasks performed by subordinates.nReferent PowernPower that results from characteristics tha
8、t command subordinates identification with, respect and admiration for, and desire to emulate the leader.Empowermentnthe giving or delegation of power; authority ()nEmpowerment is the process of enabling or authorizing an individual to think, behave, take action, and control work and decision making
9、 in autonomous ways. ()Empowering employees works because total power in the organization seems to increase. Everyone has to say and hence contributes more to organizational goals.Leadership TraitsTraits: the distinguishing personal characteristics of a leader, such as intelligence, values, and appe
10、arance.Personal Characteristics of LeadersPhysical Characteristics:nEnergynPhysical stamina Intelligence interdependence through a “common stake” in organization purpose leads to relationships of trust and respect.Country Club Management (1,9) Thoughtful attention to the needs of people for satisfyi
11、ng relationships leads to a comfortable, friendly organization atmosphere and work tempo.Middle-of-the-Road Management (5,5) Adequate organization performance is possible through balancing the necessity to get out work with maintaining morale of people at a satisfactory level.Impoverished Management
12、 (1,1) Exertion of minimum effort to get required work done is appropriate to sustain organization membership.Authority-Compliance (9,1) Efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimum degreeC O N C E R N F O R P R O D U C T
13、 I O NC O N C E R NF O RP E O P L EContingency ApproachesnA model of leadership that describes the relationship between leadership styles and specific organizational situations.nFiedlers Contingency Theory Leadership Style: Relationship-oriented leader concerned with people, as in the consideration
14、style. Task-oriented leader primarily motivated by task accomplishment, which is similar to the initiating structure style.Leadership style was measured with a questionnaire known as the Least Preferred Coworker (LPC) scale.example:open - - - - - - - - guarded quarrelsome - - - - - - - - harmonious
15、efficient- - - - - - - -inefficientSituation:Leadership situations can be analyzed in terms of three elements.nLeader-member relations refers to group atmosphere and members attitude toward and acceptance of the leader. nTask structure refers to the extent to which tasks performed by the group are d
16、efined, involve specific procedures, and have clear, explicit goals. nPosition power is the extent to which the leader has formal authority over subordinates.How Leader Style Fits the SituationA leader needs to know two things in order to use Fiedlers Contingency Theory:nThe leader should know whether
