1 / 16

Business Essentials, 7 th Edition Ebert/Griffin

Leadership and decision-making. Business Essentials, 7 th Edition Ebert/Griffin. Instructor Lecture PowerPoints. PowerPoint Presentation prepared by Carol Vollmer Pope Alverno College. The Nature of Leadership. What Is Leadership?

meara
Download Presentation

Business Essentials, 7 th Edition Ebert/Griffin

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript


  1. Leadership and decision-making Business Essentials, 7th EditionEbert/Griffin Instructor Lecture PowerPoints PowerPoint Presentation prepared by Carol Vollmer Pope Alverno College © 2009 Pearson Education, Inc.

  2. The Nature of Leadership • What Is Leadership? • The processes and behaviors used by someone, such as a manager, to motivate, inspire, and influence the behaviors of others. • Are Leadership and Management the Same? • No. A person can be a manager, a leader, both, or neither. © 2009 Pearson Education, Inc.

  3. TABLE 9.1 Kotter’s Distinctions Between Management and Leadership Source: The Free Press, an imprint of Simon & Schuster Adult Publishing Group, from A Force for Change: How Leadership Differs from Management, by John P. Kotter, 1990. Copyright 1990 by John P. Kotter, Inc. © 2009 Pearson Education, Inc.

  4. Early Approaches to Leadership • Trait Approaches to Leadership • Focused on identifying essential leadership traits • Intelligence, dominance, self-confidence, energy, activity (versus passivity), and knowledge about the job • Physical traits (height, body shape, handwriting) • Yielded inconsistent results • Recent research has focused on a limited set of traits • Emotional intelligence, mental intelligence, drive, motivation, honesty and integrity, self-confidence, knowledge of the business, and charisma © 2009 Pearson Education, Inc.

  5. Early Approaches to Leadership (cont’d) • Behavioral Approaches to Leadership • Focused on the behaviors of effective leaders versus ineffective leaders • Assumed that the behaviors of effective leaders would be the same across all situations • Task-focused leader behaviors related to increasing the performance of employees • Employee-focused leader behaviors related to job satisfaction, motivation, and well-being of employees © 2009 Pearson Education, Inc.

  6. The Situational Approach to Leadership • Situational Approach • Assumes that appropriate leader behavior varies from one situation to another • Continuum of leadership behavior • Considers influences of the characteristics of the leader, subordinates, and the situation • Continuum ranges from having the leader make decisions alone (i.e., task-focused) to having employees make decisions with only minimal guidance from the leader © 2009 Pearson Education, Inc.

  7. FIGURE 9.1 The Leadership Continuum Source: Harvard Business Review. An exhibit from “How to Choose a Leadership Pattern” by Robert Tannenbaum and Warren Schmidt (May-June 1973). Copyright 1973 by the President and Fellows of Harvard College; all rights reserved. © 2009 Pearson Education, Inc.

  8. Leadership Through the Eyes of Followers • Transformational Leadership • The set of abilities that allows a leader to recognize the need for change, to create a vision to guide that change, and to execute the change effectively • Transactional Leadership • Basic management involving routine, regimented activities (leading during a period of stability) © 2009 Pearson Education, Inc.

  9. Leadership Through the Eyes of Followers (cont’d) • Charisma • Charisma: A form of interpersonal attraction that inspires support and acceptance • Charismatic Leadership • Influence based on the leader’s personal charisma © 2009 Pearson Education, Inc.

  10. Special Issues in Leadership • Leadership Substitutes • Individual, task, and organizational characteristics that tend to outweigh the need for a leader to initiate or direct employee performance • Leadership Neutralizers • Various factors that neutralize leadership behaviors or render them ineffective • The norms of strongly cohesive groups • Elements of the job • Organizational factors © 2009 Pearson Education, Inc.

  11. TABLE 9.2 Leadership Substitutes and Neutralizers © 2009 Pearson Education, Inc.

  12. The Changing Nature of Leadership • Leader as Coach • From directive overseer to mentor • Gender • Understanding the differences and dynamics in the approaches of women and men to leadership • Cross-Cultural Leadership • The effects of an individual’s native culture on his or her approach to leadership when functioning in another culture • Collectivism versus individualism © 2009 Pearson Education, Inc.

  13. Emerging Issues in Leadership • Strategic Leadership • Leader’s ability to understand the complexities of the organization and its environment and lead change so as to enhance organizational competitiveness • Ethical Leadership • Leader’s ability to maintain high ethical standards for personal conduct, unfailingly exhibit ethical behavior, and hold others to the same standards • Virtual Leadership • Leading through effective communication and maintaining collaborative relationships at a distance © 2009 Pearson Education, Inc.

  14. Leadership, Management, and Decision-Making • Rational decision-making • Recognizing and defining the decision situation • Identifying alternatives • Evaluating alternatives • Selecting the best alternative • Implementing the chosen alternative • Following up and evaluating the results © 2009 Pearson Education, Inc.

  15. FIGURE 9.2 Steps in the Rational Decision-Making Process © 2009 Pearson Education, Inc.

  16. Behavioral Aspects of Decision-Making • Political Forces in Decision-Making • Coalition: An informal alliance of individuals or groups formed to achieve a common goal • Intuition • An innate belief about something, often without conscious consideration • Escalation of Commitment • Staying with a chosen course of action, even when it appears to have been wrong • Risk Propensity • The extent to which a decision-maker is willing to gamble when making a decision © 2009 Pearson Education, Inc.

More Related