Chapter 12 Leadership Followership.ppt
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1、Chapter 12 Leadership & Followership,Leadership & Followership,Leadership - the process of guiding & directing the behavior of people in the work environment Formal leadership - the officially sanctioned leader-ship based on the authority of a formal position Informal leadership - the unofficial lea
2、dership accorded to a person by other members of the organization Followership - the process of being guided & directed by a leader in the work environment,Leadership vs Management,Leadership & management are distinct, yet complementary systems of action,Effective leadership + good management = heal
3、thy organizations,Management Process,Reduces uncertainty Provides stability Components Planning & budgeting Organizing and staffing Controlling & problem solving,Leadership Process,Creates uncertainty Creates change Components Setting organizational direction Align people with the direction via comm
4、unication Motivate people to action Empowerment Need gratification,Leadership Theories,What is Leadership?The ability to influence a group towards the achievement of goals.,“We want all our leaders - from politicians to movie stars - to stir our souls a little, and we want the same thing from our ma
5、nagers. They have become the most significant figures in our society, with as central a roleto play as generals, lords, oracles, or politicians played in centuries past, and we look to them for more than guidance.” T. Leal (1996). “Today, the subject of leadership is central to any discussion of the
6、 modern organization.” P. L. Brill, R. Worth (1997). “Great leaders dont just ride waves, they make them.” W. Bennis (1996).,Leadership Process,Managers exercise leadership behavior to influence subordinates behavior to achieve goal directed results.,Leader and Follower Attributions Influence Leader
7、ship Outcomes,Observation of Poor Quality of Production Rejects Excess Scrap Returned Products ExcessiveProduction Costs,Causal Attribution of Poor Quality Internal Causes Low Effort Low Commitment Lack of AbilityExternal Causes Improper Equipment Unfair Deadlines Illness of Production Team Members,
8、Leader Behavior in Response to Attributions Reprimand Transfer Demotion Redesign Job Personal Concern Training,Perceived Source of Responsibility,Information Cues Distinctiveness Consistency Consensus,Link #1,Link #2,Managers Perform Interpersonal, Informational, and Decision-Making Roles,Figurehead
9、LeaderLiaison,Acts as a symbol or representative of the organization Performs diverse ceremonial dutiesInteracts with subordinates Motivates and develops employeesEstablishes a network of contacts to gather information for the organization,Attends Chamber of Commerce meetings Heads the local United
10、Way drive Represents the president of the firm at an awards banquetConducts quarterly performance interviews Selects training opportunities for subordinatesBelongs to professional associations Meets over lunch with peers in other organizations,Role,Description,Examples,(Cont.),MonitorDisseminatorSpo
11、kes- person,Gathers information from the environment inside and outside the organizationTransmits both factual and value information to subordinatesGives information to people outside the organization about its performance and policies,Attends meetings with subordinates Scans company publications Pa
12、rticipates in company wide committeesConducts staff meetings Sends memos to staff Meets informally with staff on a one-to-one basis to discuss current and future projectsOversees preparation of the annual report Prepares advertising copy Speaks at community and professional meetings,Role,Description
13、,Examples,(Cont.),EntrepreneurDisturbance handlerResource allocatorNegotiator,Designs and initiates changes in the organizationDeals with problems that arise when organizational operations break downControls the allocation of people, money, materials, and timeParticipates in negotiation activities,R
14、edesigns the jobs of subordinates Introduces flexible working hours Brings new technology to the jobFinds a new supplier on short notice for and out-of-stock part Replaces unexpectedly absent workers Deals with machine breakdownsSchedules his or her own time Programs subordinates work effort Prepare
15、s the budgetHires a new employee Determines compensation,Role,Description,Examples,Specific Combinations of Roles,Managerial Job Type,Key Roles,Examples,Contact personPolitical managerEntrepreneurInsider,Liaison, figureheadSpokesperson, negotiatorEntrepreneur, negotiatorResource allocator,Sales mana
16、ger Chief executive in service industryTop government, hospital, university managerOwner of small, young business CEO of rapidly changing, large organizationMiddle or senior production or operations manager Manager rebuilding after crisis,Leadership Theory Typology,Universal,Traits,Contingent,Type I
17、,Type III,Behaviors,Type II,Type IV,Degree of generalizability,Leader attribute,Reprinted by permission, A. G. Jago, “Leadership Perspectives in Theory and Research,” Management Science 22 (1982): 316. Copyright 1982, The Institute of Management Sciences (currently INFORMS), 901 Elkridge Landing Roa
18、d, Suite 400, Linthicum, Maryland 21090-2909 USA.,Type I Universal Trait Theories of Leadership,Universal Trait theories - attempt to identify the traits &/or inherent attributes of leaders & the impact of these traits &/or styles on followers Early Type I theories focused on a leaders physical attr
19、ibutes, personality, & ability Current Type I theories focus attention on the distinctions between leaders & managers focus on charismatic leadership,Transactional & Transformational Leadership,Leaders as Distinct Personalities,Leader - an advocate for change & new approaches to problems,Manager - a
20、n advocate for stability & the status quo,Do not rock,Leaders & Managers,Emergence of Women Leaders,Gender,“A womans place is in the House, And in the Senate.“ Geraldine Ferraro “Gender roles attitudes are shaped not only by social structural factor, but also by cultural factors, such as religious t
21、raditions.” Haller, 1994,Gender Differences?,Gender: Do Males and Females Lead Differently? In general, women fall back on a democratic leadership style. Men feel more comfortable with a directive style,Charismatic Leadership,Charismatic leadership - the use, by a leader, of personal abilities & tal
22、ents in order to have profound & extraordinary effects on followers Charisma - gift in Greek Charismatic leaders use referent power Potential for high achievement & performance Potential for destructive & harmful courses of action,Transactional Leaders,Contingent RewardManagement by ExceptionLaissez
23、-FaireTraditional Style of Leadership,Characteristics of Charismatic Leaders,Self-confidence Vision Ability to articulate the vision Strong convictions about the vision Behavior that is often out of the ordinary Perceived as being a change agent,Transformational Leadership,Charisma Inspiration Visio
24、n Intellectual Stimulation Individualized Consideration,Transactional vs Transformational,Transactional leaders guide or motivate their followers in the direction of established goals by clarifying role and task requirements. Transformational leaders provide individualized consideration, intellectua
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