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Transcript of Leadership McGraw-Hill/Irwin Contemporary Management, 5/e Copyright © 2008 The McGraw-Hill...
![Page 1: Leadership McGraw-Hill/Irwin Contemporary Management, 5/e Copyright © 2008 The McGraw-Hill Companies, Inc. All rights reserved. chapter fourteen.](https://reader036.fdocuments.in/reader036/viewer/2022062321/56649da15503460f94a8db96/html5/thumbnails/1.jpg)
Leadership
McGraw-Hill/IrwinContemporary Management, 5/e
Copyright © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
chapter fourteen
![Page 2: Leadership McGraw-Hill/Irwin Contemporary Management, 5/e Copyright © 2008 The McGraw-Hill Companies, Inc. All rights reserved. chapter fourteen.](https://reader036.fdocuments.in/reader036/viewer/2022062321/56649da15503460f94a8db96/html5/thumbnails/2.jpg)
DEFINING LEADERSHIP
Leadership – Directing the behavior of others toward the accomplishment of goals or
“Getting things accomplished through people”
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Managers & Leaders
What do managers do?Managers
Formulate detailed plans
Create efficient org structures
Oversee day to day operations
Strive to meet established objectives
Keep employees productive and efficient
Anticipate, avoid, and resolve problems
Utilize the org’s resources effectively and efficiently
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Leaders
Challenge the ways things are done
Create visions of the future
Inspire org members to want to perform
Are role models, coaches, mentors, & cheerleaders
Seek responsibility and accountability
Gain the trust of those who become followers
MAKE EVERYONE AROUND THEM BETTER!
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Managers & Leaders
What do Leaders do?
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Leaders & Managers
“Organizations today must combine the Soul of a leader and the Mind of a Manager”
Q. What the heck do I mean by that?
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LEADERSHIP TODAYLEADERSHIP TODAY
Organizations Today look for individuals with the MIND of a manager and the SOUL of a leader!
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DDEFINING EFINING LLEADERSHIPEADERSHIP
The most effective managers over the long term are also leaders!
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Trait Theories
“Leaders are born, not made”
Leaders possess certain traits:• Intelligence, judgment, and verbal ability• Past achievement in scholarship & athletics• Emotional maturity and stability• Dependability, persistence, and drive • Social and adaptation skills• A desire for status & socioeconomic position
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Behavioral Theories
“Leaders are made, not born”
Individuals, no matter what their traits are, can be trained to be leaders
It is about how people behave, not how they are wired
If behavioral theories work, then this expands greatly the number of potential leaders every company has (everyone)!
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Are Leaders Born or Made?
Q. Do you think Leaders are born or made? Take a position and support it with facts, opinions, and/or examples
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Are Leaders Born or Made?
What the research has shown:
While some % of the population have “leadership traits”, Trait Theories have never been proven as a valid approach
While people can be taught certain behaviors to increase their leadership effectiveness, the Behavioral Theories falls short because they don’t account for the uniqueness of each situation.
As is often the case, the answer is… IT DEPENDS!
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Situational Theories
“It Depends”
(Perhaps) 15% of people are born with those traits that leaders often have are effective leaders, an additional 70% can be taught to be effective leaders, and 15% will never acquire the necessary traits.
“Successful leadership requires the ideal combination of leaders, followers, and situations”
Q. Can anyone provide an example of a scenario you’ve seen or experienced that supports this
notion?
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SITUATIONAL APPROACHES TO LEADERSHIP
Situational Approaches - Successful leadership requires the ideal combination of leaders, followers, and situations
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SITUATIONAL APPROACHES TO LEADERSHIP
A. Vroom-Yetton-Jago Model: Successful leadership requires determining which style of leadership will result in decisions that are ideal for the org and will be accepted by the employees.
Decision Styles:1. Autocratic – manager makes the decision alone2. Consultative – manager gets info and input from
employees, then makes the decision alone3. Group-focused – manager & employees meet, then
group makes the decision
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Vroom-Yetton-Jago Model
The five decision styles available to a leaderaccording to the Vroom-Yetton-Jago Model
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SITUATIONAL APPROACHES SITUATIONAL APPROACHES TO LEADERSHIPTO LEADERSHIP
B. The OSU Studies – says leaders exhibit 2 categories of behavior:• Structure behavior – reflects reporting relationships & work procedures• Consideration behavior – reflects friendship, respect, trust & warmth
There are 4 Fundamental Leadership Styles…use the best style for the situation
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The OSU studiesThe OSU studies
Four fundamental leadership styles based onstructure behavior and consideration behavior
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SITUATIONAL APPROACHES TO LEADERSHIP
C. Fiedler’s Contingency Theory – other theories say the leader needs to change style to fit the group. This theory says the group must be changed to fit the leader’s style or find a group within the company which fits the leader’s style.
D. The Path-Goal Theory of Leadership – managers primary purpose is to make rewards available to employees for achieving organizational goals and to steer employees into pursuing those goals to achieve the rewards.
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Is Leadership Just an Attribution?
Attribution Theory of Leadership – You only have to look like a leader, not actually achieve anything!
Qualities attributed to leaders:
• Leaders appear intelligent, outgoing, having strong verbal skills, aggressive, and industrious
• Effective leaders are perceived as consistent and unwavering in their decisions.
• Effective leaders project a physical appearance that followers are drawn to.
Q. Do you agree with this Theory?
Attribution Theory of Leadership – You only have to look like a leader, not actually achieve anything!
Qualities attributed to leaders:
• Leaders appear intelligent, outgoing, having strong verbal skills, aggressive, and industrious
• Effective leaders are perceived as consistent and unwavering in their decisions.
• Effective leaders project a physical appearance that followers are drawn to.
Q. Do you agree with this Theory?
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Characteristics of Successful Leaders
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Leaders Earn the Trust of Their Followers
Integrity is perceived
Competence in skills is demonstrated
Consistency is shown in handling situations
Candor is practiced
And as a result, Loyalty is earned
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Leaders Possess & Promote High Ethical Standards
Results must be achieved the right way
Decisions must balance ethics, business objectives, and the law
Leaders must walk the talk
They persuade others that decisions are optimal
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Leaders Demonstrate Charisma
They articulate their vision
They communicate high expectations & express confidence that followers can attain them
They convey the values they want their followers to hold and then lead by example
They make sacrifices and do whatever it takes to ensure that everyone is on board
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Leaders Have Positive Attitudes
Think positive thoughts, do positive things, and surround themselves with positive peopleFind good in everyone and give the benefit of the doubtThey recognize that the most important person to motivate is the leader himself or herselfAre high energy, optimistic, and passionate!Recognize and reduce (bad) stress in their lifeHave a genuinely positive nature; faking it will result in lost credibility
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Leaders Create a Positive Environment
They lead by example with their positive attitude coupled with positive actions
Leaders know that Synergy (2 + 2 = 5) is a reality!
Positive environments generate productivity, stimulate self-actualization, reduce turnover & absenteeism, and attract top quality team additions
In the absence of a positive environment, a negative one will take hold
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Leaders Take Smart Risks
Appropriate risks must be taken, based upon sufficient research done rapidly
They are willing to confront the few to motivate the majority
They delegate as much as necessary to allow them to focus on the most important stuff (= trust!)
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Leaders Are Decisive
They must acquire the right amount of information needed to make a decision
They must tap into the right sources for beneficial information
“Right or wrong, go strong”
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Leaders Seek Responsibility
If something needs to get done, a leader will ask to own it and then will acquire the resources necessary to get it done.
Taking on their fair share of the work (and more) earns credibility
They know how to delegate old responsibilities in order to take on new ones
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Leaders Are Great Communicators
They understand the importance of strong communication skills:
Written: Positive, persuasive, & succinct
Verbal: Positive, confident, & utilize “framing”
Non-verbal: Facial expressions, Body language, & Grooming
Listening skills: Approachable, empathetic, and tuned-in
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Leaders Are Great Team Leaders
They serve as troubleshooters
They manage conflict – not just eliminate it
They Coach team members – teach, support, and motivate
They act as liaisons with constituencies outside the team
Great leaders can only exist if they have great followers!
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Leaders Chose to Serve as Mentors
Listen well & Empathize
Share experiences
Act as role model
Share contacts
Provide political guidance
“Leaders try to make heroes, not become them”
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