Post on 25-Jun-2015
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LEADERSHIP
LEADERSHIP IS INFLUENCE.
-John C. Maxwell
AS WE LOOK AHEAD INTO THE NEXT CENTURY,
LEADERS WILL BE THOSE WHO
EMPOWER OTHERS.-Bill Gates
A MAN WHO WANTS TO LEAD THE
ORCHESTRA MUST TURN HIS BACK ON
THE CROWD
-Max Lucado
LEADERSHIP AND LEARNING ARE
INDISPENSABLE TO EACH OTHER
-John F. Kennedy
EARN YOUR LEADERSHIP EVERYDAY.
-Michael Jordan
Definition
-is the process of inspiring others to work hard to accomplish important tasks.
Leadership and power are indispensible with
each other.
Definition
Power is the ability to get someone else to do something you want to do or make things happen the way you want it.
To influence and control others for the common good rather seeking to exercise control for personal satisfaction.
Two sources of POWER
OPosition PowerOPersonal Power
Definition
Position Poweris based on leader’s
official status in the organization’s hierarchy of authority.
Sources of Position Power
O Reward Power-to offer something of valueO Coercive Power-to punish or withhold positive outcomesO Legitimate Power-organizational position or status confers the right to control those in subordinate positions
Definition
Personal Poweris based on the unique
personal qualities that a person brings to the leadership situation.
Sources of Personal Power
O Expert Power-is the capacity to influence others because of one’s knowledge and skills.O Referent Power-is the capacity to influence others, because they admire you and want to identify positively with you
Reward Power “If you do what I ask, I’ll give you a reward.”
Coercive Power
“If you don’t do what I ask, I’ll punish you.”
Legitimate Power
“Because I am the boss; you must do what I ask”
Expert Power “as a source of special knowledge and information”
Referent Power “as a person with whom others like to identify”
Leadership BehaviorO Leader high in concern for taskO Leader high in concern for people
Classic Leadership Style
Autocratic Style
O Emphasizes task over people, keeps authority and information within the leader’s tight control, and acts in a unilateral command and control fashion.
O Authority-Obedience Manager
Human Relations Style
O emphasizes People over taskO Country Club Manager
Laissez-Faire Style
O Shows little concern for taskO Lets the group make decisions and
acts with a “do the best you can and don’t bother me” attitude.
O Impoverish Manager
Democratic Style
O Committed to people and task getting things done while sharing information, encouraging participation in decision making and helping people develop skills and competencies.
O Team Manager
Contingency Approaches to
Leadership
Fiedler’s Contingency Model
O Develop by FRED FIEDLERO The key to leadership success is
putting our existing styles to work on situations for which they are best “FIT”.
3 Contingency Variables
Leader – Member Relationship
Good or Poor
Task Structure High or Low
Position Power Strong or Weak
Hershey – Blanchard Situational Model
O Suggests that successful leaders do adjust their styles.
O The critical contingency variable is follower’s maturity.
Hershey – Blanchard Situational Model
Delegating Task Decisions
Participating Share Ideas
Selling Explain Task Directions
Telling Give Instruction
Path – Goal Leadership Theory
O Believes that a leader can use these four leadership styles and actually shift back and forth among them.
O Advanced by Robert House
Path – Goal Leadership Theory
Directive Jos assignment is unclear
Supportive Self-confidence is low
Achievement – Oriented
Task challenge is insufficient in a job
Participative Performance incentives are poor
Other Approaches to
Leadership
Charismatic and Transformational Leadership
O Charismatic Leader inspires followers in extraordinary ways.
O Transformational Leadership is inspirational and arouses extraordinary effort and performance.
ExamplesO Mother TheresaO Martin Luther King Jr.O Joseph Ejercito Estrada
Moral LeadershipO Is the leadership with ethical
standards that clearly meet the tests of being “good” and “correct”.
O It begins with personal integrity.
ExamplesO Mahatma GandhiO George WashingtonO Franklin and Eleanor Roosevelt
Drucker’s “OLD FASHIONED” LeadershipO Stresses the importance of earning
and keeping the TRUST of others.
Vroom – Jago Leader – Participation Model
O This model suggests that leaders are most effective when the decision – making method used best fits the problem being faced.
Leader – Participation Model
Authority Decision
Is made by the leader and then communicated
to the group
Consultative Decision
Is made by the leader after receiving
information, advice, or opinions from group
members.
Group Decision Is made by group with the leader’s support as a
contributing member
3 Factors affecting Decision- Making
Decision Quality Leader Follower
Decision Acceptance
No Yes
Decision Time High Low