leadership. objectives contrast and compare “management” and “leadership” contrast and...
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ObjectivesObjectives
Contrast and compare “management” and Contrast and compare “management” and “leadership”“leadership”
Explain clearly the role of Explain clearly the role of communicationcommunication in in “managing” and “leading”.“managing” and “leading”.
Distinguish trait, behavioral and situational Distinguish trait, behavioral and situational approaches to understanding leadership, and approaches to understanding leadership, and provide examples of eachprovide examples of each
Distinguish, and illustrate through examples, Distinguish, and illustrate through examples, transformational and transactional leadershiptransformational and transactional leadership
LeadershipLeadership
Leadership: Leadership: – Set direction by developing a Set direction by developing a visionvision
of the future and of the future and alignalign and and inspireinspire people to take people to take personalpersonal ownership of ownership of this vision.this vision.
ManagementManagement
Managers: Managers: – ImplementImplement the vision and strategy the vision and strategy
provided by leaders.provided by leaders.– Plan, coordinate and staff, handle day-to-Plan, coordinate and staff, handle day-to-
day problems, ensure order and day problems, ensure order and consistency, consistency, monitormonitor results against plans results against plans
CommunicationCommunication
Managers Leaders
DirectDirectMonitorMonitorControlControlRewardReward
DisciplineDiscipline
InspireInspireTransformTransform
ExciteExciteImpassionImpassion
UnifyUnify
CommunicationCommunicationManagement & LeadershipManagement & Leadership
ManagementManagement– Performance management: developing, Performance management: developing,
direction, monitoring, providing feedback direction, monitoring, providing feedback (rewarding and disciplining)(rewarding and disciplining)
LeadershipLeadership– Creating the vision; securing widespread Creating the vision; securing widespread
enthusiastic endorsement; incite passion for enthusiastic endorsement; incite passion for achieving organizational missionachieving organizational mission
Communication: ManagementCommunication: Management
Communicate:Communicate:– Work expectations & role responsibilitiesWork expectations & role responsibilities– Specific assignments and directionsSpecific assignments and directions– Ongoing performance feedback (with praise or Ongoing performance feedback (with praise or
discipline)discipline)– Link work performed and unit and Link work performed and unit and
organizational objectivesorganizational objectives– Link organizational objectives and Link organizational objectives and
organizational missionorganizational mission
Barriers to effective Barriers to effective communicationcommunication
FilteringFiltering““Jargon”Jargon”Selective perceptionSelective perceptionInformation/work overloadInformation/work overloadDefensivenessDefensivenessEmotions/StressEmotions/StressLanguage & CultureLanguage & Culture
Enhancing Effectiveness ofEnhancing Effectiveness ofCommunicationsCommunications
Clear expectationsClear expectationsOpen and timely feedbackOpen and timely feedbackSimple language (no “jargon”)Simple language (no “jargon”)Listen actively (paraphrase)Listen actively (paraphrase)Constrain emotionsConstrain emotionsMonitor you nonverbal cuesMonitor you nonverbal cues
Communication: LeadershipCommunication: Leadership
ClarityClarityConsistencyConsistencyCommon purposeCommon purposePraise & recognition Praise & recognition
– TrustTrust– IntegrityIntegrity
LeadershipLeadership
Traits BehavioursSituation
(contingency)
AmbitiousAmbitiousSelf-ConfidentSelf-ConfidentDesire to LeadDesire to Lead
HonestyHonestyIntegrityIntegrity
Job relevant Job relevant knowledge knowledge
Initiating StructureInitiating StructureConsiderationConsideration
Production OrientationProduction OrientationEmployee OrientationEmployee Orientation
Leadership Leadership stylestylemust fitmust fit
the the personperson and and situationsituation
WelchWelchEnergeticEnergeticEnergizerEnergizer
EdgeEdgeExecutionExecution
(high self monitor)(high self monitor)
Trait ApproachTrait Approach
No universal traits that predict in all No universal traits that predict in all situationssituations
Traits predict more in weak situations Traits predict more in weak situations than strong situationsthan strong situations
Cause or effect?Cause or effect?Traits predict leadership, but not so well Traits predict leadership, but not so well
effectiveness as a leadereffectiveness as a leader
Behavioral ApproachBehavioral Approach
Specific behaviors distinguish leaders Specific behaviors distinguish leaders from non-leadersfrom non-leaders– Initiating structureInitiating structure– ConsiderationConsideration
The Managerial GridThe Managerial Grid
Concern for Production
1
2
3
4
5
6
7
8
9 1 2 3 4 5 6 7 8 9
Con
cern
for
Peop
le
(1,9)
(1,1)
(5,5)
(9,9)
(9,1)
Contingency ApproachContingency Approach
The leadership behaviours which will be The leadership behaviours which will be “most effective” will depend (are “most effective” will depend (are contingent) upon the situation (environment contingent) upon the situation (environment and the people). and the people). – Formal power, task structure, leader-member Formal power, task structure, leader-member
relationship, stress, followers’ “readiness”relationship, stress, followers’ “readiness”– (e.g. Path-goal theory: Directive, supportive, (e.g. Path-goal theory: Directive, supportive,
participative, achievement oriented)participative, achievement oriented)
LMX (Contingency Theory)LMX (Contingency Theory)
Leaders create “in-groups” and “out-Leaders create “in-groups” and “out-groups”groups”
Subordinates in the “in-group” treated Subordinates in the “in-group” treated more favorably than those in the “out-more favorably than those in the “out-group”group”
In-group members more satisfied, In-group members more satisfied, productive, more likely to remain with productive, more likely to remain with employeremployer
Transactional & Transactional & Transformational LeadershipTransformational Leadership
TransactionalTransactional– contingent rewardcontingent reward– management by exceptionmanagement by exception
TransformationalTransformational– Charismatic & InspirationalCharismatic & Inspirational– Intellectual stimulationIntellectual stimulation– Individual considerationIndividual consideration
Transformational versus Transformational versus TransactionalTransactional
Transformational Transformational buildsbuilds on transactional on transactional– Effective leadership draws on both Effective leadership draws on both
transactional and transformational approachestransactional and transformational approaches– More fundamentally, effective leadership is More fundamentally, effective leadership is
founded on:founded on: Trust Trust Integrity (honesty and truthfulness)Integrity (honesty and truthfulness) RespectRespect CompetencyCompetency
Jack Welch: G.E.Jack Welch: G.E.
VisionVision– Global PlayerGlobal Player– #1 or #2 in the market for all businesses#1 or #2 in the market for all businesses– Learning culture (innovation)Learning culture (innovation)– Product ServiceProduct Service
Jack WelchJack Welch
Transformational:– Intellectual stimulation?– Individual consideration?– Charismatic/inspiring?
Transactional:- Contingent Reward
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