chapter 9 - leading people• compare and contrast five contingency approaches to leadership ......
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Prentice Hall, 1999 2Chapter 9
Learning ObjectivesLearning Objectives
• Identify the elements of leadership
• Discuss three main leadership approaches
• Explain the cross-cultural role of leadership
• Compare and contrast five contingency
approaches to leadership
• Discuss change-oriented leadership models
• Examine the leaders and contextual factors
in organizationsC
Prentice Hall, 1999 3Chapter 9
The BasicsThe Basics
of Leadershipof Leadership
Goal DirectedGoal Directed
BehaviorBehavior
InfluenceInfluence
and Persuasionand Persuasion
Some FormSome Form
of Hierarchyof Hierarchy
GroupGroup
PhenomenonPhenomenon
C
Prentice Hall, 1999 4Chapter 9C
UnderstandingLeadership
UnderstandingUnderstanding
LeadershipLeadership
Contingency
ApproachContingencyContingency
ApproachApproach
Behavior
ApproachBehaviorBehavior
ApproachApproach
Trait
ApproachTraitTrait
ApproachApproach
Prentice Hall, 1999 5Chapter 9
RelationshipRelationship
MotivationMotivationTaskTask
MotivationMotivation
LeastLeast--PreferredPreferred
Coworker (LPC) ScaleCoworker (LPC) Scale
FiedlerFiedler’’ss
Contingency ModelContingency Model
C
Prentice Hall, 1999 6Chapter 9C
Three SituationThree Situation
Control FactorsControl Factors
LeaderLeader--
MemberMember
RelationsRelations
TaskTask
StructureStructurePositionPosition
PowerPower
Findings of the Fiedler ModelFindings of the Fiedler Model
Leader-Member
HighHigh
LowLow
Pe
rfo
rma
nc
eP
erf
orm
an
ce
Task Structure
Position Power
Good Bad
High Low
High High High High
Low
Low LowLow Low
High
HighHigh LowLowModerateModerate
Situational ControlSituational Control
Low LPCLow LPC
High LPCHigh LPC
7C
Prentice Hall, 1999
Prentice Hall, 1999 8Chapter 9
The NormativeDecision ModelThe NormativeThe Normative
Decision ModelDecision Model
ConsultationConsultationAutocraticAutocratic
GroupGroup
C
Prentice Hall, 1999 9Chapter 9
The Normative The Normative
Decision ModelDecision ModelContingency FactorsContingency Factors
• Quality Requirement
• Commitment Requirement
• Leader Information
• Problem Structure
• Commitment Probability
• Goal Congruence
• Employee Conflict
• Subordinate Information
C
• Autocratic decision-making
• Consultative decision-making
• Group-oriented decision making
The ModelThe Model’’s Predictionss Predictions
Prentice Hall, 1999C
Chapter 9 10
Prentice Hall, 1999 11Chapter 9
PathPath--Goal TheoryGoal Theory
CharacteristicsCharacteristics
of Followersof FollowersThe NatureThe Nature
of the Taskof the Task
Elements and PredictionsElements and Predictions
C
• Removing obstacles
• Meeting needs of followers
• Providing minimum guidance
• Supporting and understanding
Limitations and Limitations and
ApplicationsApplications
12Chapter 9Prentice Hall, 1999C
Prentice Hall, 1999 13Chapter 9
Elementsand Predictions
ElementsElements
and Predictionsand Predictions
Leader-MemberExchange (LMX) Theory
LeaderLeader--MemberMember
Exchange (LMX) TheoryExchange (LMX) Theory
Effectsof Culture
EffectsEffects
of Cultureof Culture
C
Substitutes forSubstitutes for
LeadershipLeadership
Follower Characteristics
Task Characteristics
Organizational CharacteristicsC
Prentice Hall, 1999 Chapter 9 14
Prentice Hall, 1999 16Chapter 9
Leaders and Followers
The Charismatic Situation
Cultural Factors
Charismatic LeadershipCharismatic Leadership
C
Transformational Transformational
LeadershipLeadership
Charisma and Inspiration
Intellectual Stimulation
Individual Consideration
17Chapter 9Prentice Hall, 1999C
Prentice Hall, 1999 18Chapter 9
Visionary andVisionary and
Exemplary LeadershipExemplary Leadership
Set anSet an
ExampleExample
for Followersfor Followers
Create andCreate and
ArticulateArticulate
a Visiona Vision
C
Prentice Hall, 1999 19Chapter 9
Limitations of Change-Oriented LeadershipLimitations of ChangeLimitations of Change--
Oriented LeadershipOriented Leadership
Measuring Behaviors orMeasuring Behaviors or
the Ability to Inspirethe Ability to Inspire
Learning to Be CharismaticLearning to Be Charismatic
and Inspirationaland Inspirational
Finding the Finding the ““One One
Best WayBest Way”” to Leadto Lead
C
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