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Leadership

Leadership . Chapter Seventeen. Leadership . The process of influencing a group toward the attainment of goals. . Early Leadership Theories. Trait Theories Behavioral Theories. Trait Theories. Looked for characteristics that might differentiate leaders from non-leaders .

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Leadership

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  1. Leadership Chapter Seventeen

  2. Leadership The process of influencing a group toward the attainment of goals.

  3. Early Leadership Theories • Trait Theories • Behavioral Theories

  4. Trait Theories • Looked for characteristics that might differentiate leaders from non-leaders. • Traits studied included physical stature, appearance, social class, emotional stability, fluency of speech, and sociability.

  5. Trait Theories (continued….) • Later research attempted to identify traits consistently associated with leadership (the process, not the person). • Found seven traits associated with effective leadership: drive, desire to lead, honesty and integrity, self-confidence, intelligence, job-relevant knowledge, and extraversion.

  6. Seven Traits Associated with Leadership • Drive: Exhibit high effort, have a relatively high desire for achievement, are persistent, and show initiative. • Desire to lead: Have a strong desire to influence and lead others, and a willingness to take responsibility. • Honesty and integrity: Build trusting relationships by being truthful and by showing high consistency between word and deed. • Self-confidence: Exhibit absence of self-doubt, and convince followers for the rightness of their goals and decisions.

  7. Seven Traits Associated with Leadership (continued….) • Intelligence: Need to be able to gather, synthesize, and interpret large amounts of information, and they need to be able to create visions, solve problems, and make correct decisions. • Job-relevant knowledge: About the company, industry, and technical matters. Allows them to make well-informed decisions and to understand the implications of those decisions. • Extraversion: Energetic and lively. Sociable, assertive, and rarely silent or withdrawn.

  8. Shortcomings of Trait Theories • Ignored the interactions of leaders and their group members. • Ignored situational factors.

  9. Behavioral Theories Leadership theories that identified behaviors that differentiated effective leaders from ineffective leaders.

  10. Behavioral Theories • University of Iowa Studies • The Ohio State Studies • University of Michigan Studies

  11. University of Iowa Studies • Democratic style: involving subordinates, delegating authority, and encouraging participation. • Autocratic style: dictating work methods, centralizing decision making, and limiting participation. • Laissez-faire style: giving the group freedom to make decisions and complete work.

  12. The Ohio State Studies Behavioral Characteristics • Consideration: Being considerate of followers’ ideas and feelings. • Initiating structure: structuring work and work relationships to meet job goals. Results • High-high leader achieved high group task performance and satisfaction, but not in all situations.

  13. University of Michigan Behavioral Characteristics • Employee-oriented: emphasized interpersonal relationships and taking care of employees’ needs. • Production-oriented: emphasized technical or task aspects of the job. Results • Employee-oriented leaders were associated with high group productivity and higher job satisfaction.

  14. Situational Factors • Enough exceptions in the research surrounding these early trait theories and behavioral theories to indicate that situational factors should be examined too.

  15. Bad luck? Bad Leadership? "Mr. President….On your watch, we've lost almost all of our allies, the surplus, four airliners, two trade centers, a piece of the Pentagon and the City of New Orleans. Maybe you're just not lucky.  I'm not saying you don't love this country. I'm just wondering how much worse it could be if you were on the other side”. Bill Maher, Political Comedian

  16. Bad luck? Bad Leadership? Mt Everest 1996

  17. Contingency Theories Attempt to identify the most appropriate leadership style for a given situation.

  18. Contingency Theories • The Fiedler Model • Hersey-Blanchard • Leader Participation • Path-goal

  19. The Fiedler Model • Proposes that effective group performance depends upon the proper match between a leader’s style of interacting with followers and the degree to which the situation allows the leader to control and influence. • Must define those leadership styles and the different types of situations and then identify the appropriate combinations of style and situation.

  20. Fiedler’s Basic Leadership Styles • Relationship-oriented • Primarily interested in good personal relationships with coworkers. • Task-oriented • Primarily

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