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1、LEADERSHIP IN ORGANIZATIONS,MANAGEMENT 6th Ed. By: Richard Daft,Prepared by: GREGAR DONAVEN E. VALDEHUEZA, MBA Lourdes College Instructor,Learning Objectives,Define leadership and explain its importance for organizations. Identify personal characteristics associated with effective leaders. Explain t
2、he five sources of power and how each causes different subordinate behavior. Describe the leader behaviors of initiating structure and consideration and when they should be used. Describe Hersey and Blanchards situational theory and its application to subordinate participation. Explain the path-goal
3、 model of leadership. Discuss how leadership fits the organizational situation and how organizational characteristics can substitute for leadership behaviors. Describe transformational leadership and when it should be used. Explain innovative approaches to leadership in the new workplace.,The Nature
4、 of Leadership,Leadership 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 Management,Leader qualities SOUL Visionary Passionate Creative Flexible Inspiring Innovative Courag
5、eous Imaginative Experimental Initiates change Personal power,Manager qualities MIND Rational Consulting Persistent Problem solving Tough-minded Analytical Structured Deliberate Authoritative Stabilizing Position power,Major differences between manager and leader qualities relates to the source of p
6、ower and the level of compliance it engenders within followers.,Power: the potential ability to influence others behavior.,Position Power,Legitimate Power Power that stems from a formal management position in an organization and the authority granted to it. Reward Power Power that results from the a
7、uthority to bestow rewards on other people. Coercive Power Power that stems from the authority to punish or recommend punishment.,Personal Power,Expert Power Power that stems from special knowledge of or skill in the tasks performed by subordinates. Referent Power Power that results from characteris
8、tics that command subordinates identification with, respect and admiration for, and desire to emulate the leader.,Empowerment,the giving or delegation of power; authority () Empowerment is the process of enabling or authorizing an individual to think, behave, take action, and control work and decisi
9、on making 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 Traits,Traits: the distinguishing personal characteristics of a leader, such as intelligence, valu
10、es, and appearance.,Personal Characteristics of Leaders,Physical Characteristics: Energy Physical stamina Intelligence & Ability: Intelligence, cognitive ability Knowledge Judgment, decisiveness Personality: Self-confidence Honesty & integrity Enthusiasm Desire to lead Independence,Social Characteri
11、stics: Sociability, interpersonal skills Cooperativeness Ability to enlist cooperation Tact, diplomacy Work Related Characteristics: Achievement drive, desire to excel Conscientiousness in pursuit of goals Persistence against obstacles, tenacity Social Background: Education Mobility,Autocratic versu
12、s Democratic Leaders,Autocratic leader Leader who tends to centralize authority and rely on legitimate, reward, and coercive power to manage subordinates. Democratic leader Leader who delegates authority to others, encourages participation, and relies on expert and referent power to influence subord
13、inates.,Leadership Continuum,Boss-Centered Leadership,Behavioral Approaches,Ohio State Studies 2 major behaviors: Consideration The type of behavior that describes the extent to which the leader is sensitive to subordinates, respects their ideas and feelings, and establishes mutual trust. Initiating
14、 structure A type of leader behavior that describes the extent to which the leader is task oriented and directs subordinates work activities toward goal attainment.,A leader may have any of four styles: high initiating structure low consideration high initiating structure high consideration low init
15、iating structure low consideration low initiating structure high consideration,Michigan Studies Employee-centered leaders: Established high performance goals and displayed supportive behavior toward subordinates. Job-centered leaders: Less concerned with goal achievement and human needs in favor of
16、meeting schedules, keeping costs low, and achieving production efficiency.,The Leadership Grid A two-dimensional leadership theory that measures leaders concern for people and concern for production.,Leadership Grid Figure,Contingency Approaches,A model of leadership that describes the relationship between leadership styles and specific organizational situations.,Fiedlers Contingency Theory Leadership Style: Relationship-oriented l
