Enviar búsqueda
Cargar
Management ch17
•
Descargar como PPT, PDF
•
1 recomendación
•
732 vistas
Fida Karim 🇵🇰
Seguir
Empresariales
Tecnología
Denunciar
Compartir
Denunciar
Compartir
1 de 31
Descargar ahora
Recomendados
17 leadership-tricks-1215321713788958-9
17 leadership-tricks-1215321713788958-9
Hashem Majid
Management ch17
Management ch17
julianmillar
Robbins9 ppt17 leadership
Robbins9 ppt17 leadership
Charles Vincent Perfecto
Chapter 17
Chapter 17
Amira Jamal
Robbins9 ppt17
Robbins9 ppt17
umar0007
Management ch14
Management ch14
julianmillar
Management ch16
Management ch16
julianmillar
Chapter 7: Leading and Trust
Chapter 7: Leading and Trust
Unodosdosuno Dell
Recomendados
17 leadership-tricks-1215321713788958-9
17 leadership-tricks-1215321713788958-9
Hashem Majid
Management ch17
Management ch17
julianmillar
Robbins9 ppt17 leadership
Robbins9 ppt17 leadership
Charles Vincent Perfecto
Chapter 17
Chapter 17
Amira Jamal
Robbins9 ppt17
Robbins9 ppt17
umar0007
Management ch14
Management ch14
julianmillar
Management ch16
Management ch16
julianmillar
Chapter 7: Leading and Trust
Chapter 7: Leading and Trust
Unodosdosuno Dell
Stephen p. robbins chapter 17
Stephen p. robbins chapter 17
Zahir Jhon
Ob12 12st
Ob12 12st
Jal Pari
Management ch15
Management ch15
julianmillar
Robbins eob9 inst_ppt_11
Robbins eob9 inst_ppt_11
leng81287
Management ch3
Management ch3
julianmillar
Management ch5
Management ch5
julianmillar
Management ch11
Management ch11
julianmillar
oganizational Behavior leadership
oganizational Behavior leadership
Diptto
Ch 16 managers as leaders
Ch 16 managers as leaders
Nardin A
Chap17
Chap17
Niki Tabuty
Ch.13 contempory issue in leadership
Ch.13 contempory issue in leadership
Sarfraz Ashraf
9erobbins ppt17
9erobbins ppt17
candra ningrat
contingency theories & situational leadership
contingency theories & situational leadership
Muhammad Ali
Mgmt192 chp1
Mgmt192 chp1
usman malik
Chapter 16 management (10 th edition) by robbins and coulter
Chapter 16 management (10 th edition) by robbins and coulter
Md. Abul Ala
(Mb asubjects.com)ob11 12st
(Mb asubjects.com)ob11 12st
International advisers
Hrmg241leadership 121203225904-phpapp02
Hrmg241leadership 121203225904-phpapp02
Eric Zhang
Contingency of leadership
Contingency of leadership
SANDRA CILLA ENDIRE
Management ch15 (2)
Management ch15 (2)
Fida Karim 🇵🇰
Management ch8 (2)
Management ch8 (2)
Fida Karim 🇵🇰
CONSOLIDATE THE RELEVANT HISTORICAL RECORD ANALYZE AND INTERPRET RELEVANT ...
CONSOLIDATE THE RELEVANT HISTORICAL RECORD ANALYZE AND INTERPRET RELEVANT ...
Fida Karim 🇵🇰
Management ch13 (2)
Management ch13 (2)
Fida Karim 🇵🇰
Más contenido relacionado
La actualidad más candente
Stephen p. robbins chapter 17
Stephen p. robbins chapter 17
Zahir Jhon
Ob12 12st
Ob12 12st
Jal Pari
Management ch15
Management ch15
julianmillar
Robbins eob9 inst_ppt_11
Robbins eob9 inst_ppt_11
leng81287
Management ch3
Management ch3
julianmillar
Management ch5
Management ch5
julianmillar
Management ch11
Management ch11
julianmillar
oganizational Behavior leadership
oganizational Behavior leadership
Diptto
Ch 16 managers as leaders
Ch 16 managers as leaders
Nardin A
Chap17
Chap17
Niki Tabuty
Ch.13 contempory issue in leadership
Ch.13 contempory issue in leadership
Sarfraz Ashraf
9erobbins ppt17
9erobbins ppt17
candra ningrat
contingency theories & situational leadership
contingency theories & situational leadership
Muhammad Ali
Mgmt192 chp1
Mgmt192 chp1
usman malik
Chapter 16 management (10 th edition) by robbins and coulter
Chapter 16 management (10 th edition) by robbins and coulter
Md. Abul Ala
(Mb asubjects.com)ob11 12st
(Mb asubjects.com)ob11 12st
International advisers
Hrmg241leadership 121203225904-phpapp02
Hrmg241leadership 121203225904-phpapp02
Eric Zhang
Contingency of leadership
Contingency of leadership
SANDRA CILLA ENDIRE
La actualidad más candente
(18)
Stephen p. robbins chapter 17
Stephen p. robbins chapter 17
Ob12 12st
Ob12 12st
Management ch15
Management ch15
Robbins eob9 inst_ppt_11
Robbins eob9 inst_ppt_11
Management ch3
Management ch3
Management ch5
Management ch5
Management ch11
Management ch11
oganizational Behavior leadership
oganizational Behavior leadership
Ch 16 managers as leaders
Ch 16 managers as leaders
Chap17
Chap17
Ch.13 contempory issue in leadership
Ch.13 contempory issue in leadership
9erobbins ppt17
9erobbins ppt17
contingency theories & situational leadership
contingency theories & situational leadership
Mgmt192 chp1
Mgmt192 chp1
Chapter 16 management (10 th edition) by robbins and coulter
Chapter 16 management (10 th edition) by robbins and coulter
(Mb asubjects.com)ob11 12st
(Mb asubjects.com)ob11 12st
Hrmg241leadership 121203225904-phpapp02
Hrmg241leadership 121203225904-phpapp02
Contingency of leadership
Contingency of leadership
Destacado
Management ch15 (2)
Management ch15 (2)
Fida Karim 🇵🇰
Management ch8 (2)
Management ch8 (2)
Fida Karim 🇵🇰
CONSOLIDATE THE RELEVANT HISTORICAL RECORD ANALYZE AND INTERPRET RELEVANT ...
CONSOLIDATE THE RELEVANT HISTORICAL RECORD ANALYZE AND INTERPRET RELEVANT ...
Fida Karim 🇵🇰
Management ch13 (2)
Management ch13 (2)
Fida Karim 🇵🇰
Management ch19 (2)
Management ch19 (2)
Fida Karim 🇵🇰
CBDRM Training
CBDRM Training
Fida Karim 🇵🇰
Management ch4
Management ch4
Fida Karim 🇵🇰
Lecture 01: Advanced Project Management-Introduction
Lecture 01: Advanced Project Management-Introduction
Fida Karim 🇵🇰
Designing Consumer Market Research by Fida Karim
Designing Consumer Market Research by Fida Karim
Fida Karim 🇵🇰
HGISF Pakistan-2nd Quarterly Progress Report-2014
HGISF Pakistan-2nd Quarterly Progress Report-2014
Fida Karim 🇵🇰
Management ch14 (2)
Management ch14 (2)
Fida Karim 🇵🇰
Presentation presented by Fida Karim on "Community Based Disaster Risk Reduct...
Presentation presented by Fida Karim on "Community Based Disaster Risk Reduct...
Fida Karim 🇵🇰
Training material on proposal writing & resource mobilization for focus pak...
Training material on proposal writing & resource mobilization for focus pak...
Fida Karim 🇵🇰
List of donor agencies- training on proposal writing & resource mobilization ...
List of donor agencies- training on proposal writing & resource mobilization ...
Fida Karim 🇵🇰
Lecture 07: Project Management Fundamentals Project Organization and Integr...
Lecture 07: Project Management Fundamentals Project Organization and Integr...
Fida Karim 🇵🇰
Destacado
(15)
Management ch15 (2)
Management ch15 (2)
Management ch8 (2)
Management ch8 (2)
CONSOLIDATE THE RELEVANT HISTORICAL RECORD ANALYZE AND INTERPRET RELEVANT ...
CONSOLIDATE THE RELEVANT HISTORICAL RECORD ANALYZE AND INTERPRET RELEVANT ...
Management ch13 (2)
Management ch13 (2)
Management ch19 (2)
Management ch19 (2)
CBDRM Training
CBDRM Training
Management ch4
Management ch4
Lecture 01: Advanced Project Management-Introduction
Lecture 01: Advanced Project Management-Introduction
Designing Consumer Market Research by Fida Karim
Designing Consumer Market Research by Fida Karim
HGISF Pakistan-2nd Quarterly Progress Report-2014
HGISF Pakistan-2nd Quarterly Progress Report-2014
Management ch14 (2)
Management ch14 (2)
Presentation presented by Fida Karim on "Community Based Disaster Risk Reduct...
Presentation presented by Fida Karim on "Community Based Disaster Risk Reduct...
Training material on proposal writing & resource mobilization for focus pak...
Training material on proposal writing & resource mobilization for focus pak...
List of donor agencies- training on proposal writing & resource mobilization ...
List of donor agencies- training on proposal writing & resource mobilization ...
Lecture 07: Project Management Fundamentals Project Organization and Integr...
Lecture 07: Project Management Fundamentals Project Organization and Integr...
Similar a Management ch17
StuRC8eCh17.ppt
StuRC8eCh17.ppt
Innocent Bhaikwa
Leadership
Leadership
Aashray For Everyone
Leadership.pptx
Leadership.pptx
Ajay835248
Chapter 5-Leadership and Motivation.pdf
Chapter 5-Leadership and Motivation.pdf
abdulfetah2
Leadership
Leadership
Bikas Vicky
Leadership
Leadership
Uma Rungta
Leadership PPT.pdf
Leadership PPT.pdf
DhwanilMehta9
Mpt leadership
Mpt leadership
pavitradhamija1
Chapter 17 Leadership New.ppt
Chapter 17 Leadership New.ppt
MehediHasan636262
excelhonour_com-LEADERSHIP.ppt
excelhonour_com-LEADERSHIP.ppt
nizzami
Business management by robbinson book presentation
Business management by robbinson book presentation
hufugmailcom
leadership.ppt
leadership.ppt
MuhammadSubhanAli4
leadership.ppt
leadership.ppt
SubhanAli78
Chapter 9 - Leading with Influence
Chapter 9 - Leading with Influence
dpd
Leadership
Leadership
Sandeep Mahto
Chapter 16management10theditionbyrobbinsandcoulter-130822072353-phpapp01 - vi...
Chapter 16management10theditionbyrobbinsandcoulter-130822072353-phpapp01 - vi...
SoftSol
BA 361 lecture ch 14.ppt
BA 361 lecture ch 14.ppt
ssuser48f152
Leadership
Leadership
Hafeni Hamukoto
12 leading with influence
12 leading with influence
Beulah Heights University
Leadership basic approaches
Leadership basic approaches
Ruba Tarshne
Similar a Management ch17
(20)
StuRC8eCh17.ppt
StuRC8eCh17.ppt
Leadership
Leadership
Leadership.pptx
Leadership.pptx
Chapter 5-Leadership and Motivation.pdf
Chapter 5-Leadership and Motivation.pdf
Leadership
Leadership
Leadership
Leadership
Leadership PPT.pdf
Leadership PPT.pdf
Mpt leadership
Mpt leadership
Chapter 17 Leadership New.ppt
Chapter 17 Leadership New.ppt
excelhonour_com-LEADERSHIP.ppt
excelhonour_com-LEADERSHIP.ppt
Business management by robbinson book presentation
Business management by robbinson book presentation
leadership.ppt
leadership.ppt
leadership.ppt
leadership.ppt
Chapter 9 - Leading with Influence
Chapter 9 - Leading with Influence
Leadership
Leadership
Chapter 16management10theditionbyrobbinsandcoulter-130822072353-phpapp01 - vi...
Chapter 16management10theditionbyrobbinsandcoulter-130822072353-phpapp01 - vi...
BA 361 lecture ch 14.ppt
BA 361 lecture ch 14.ppt
Leadership
Leadership
12 leading with influence
12 leading with influence
Leadership basic approaches
Leadership basic approaches
Más de Fida Karim 🇵🇰
Usaid tips 01 conducting a participatory evaluation-2011 05
Usaid tips 01 conducting a participatory evaluation-2011 05
Fida Karim 🇵🇰
Basics of Monitoring & Evaluation
Basics of Monitoring & Evaluation
Fida Karim 🇵🇰
Lecture 06: Advanced Project Management Project Organization and Integration
Lecture 06: Advanced Project Management Project Organization and Integration
Fida Karim 🇵🇰
Lecture 05:Advanced Project Management PM Processes and Framework
Lecture 05:Advanced Project Management PM Processes and Framework
Fida Karim 🇵🇰
Lecture 04: Advanced Project Management
Lecture 04: Advanced Project Management
Fida Karim 🇵🇰
Lecture 03: Advanced Project Management
Lecture 03: Advanced Project Management
Fida Karim 🇵🇰
Lecture 02: Advanced Project Management-Introduction
Lecture 02: Advanced Project Management-Introduction
Fida Karim 🇵🇰
Reading material on success story writing for m&e staff ita sukkur
Reading material on success story writing for m&e staff ita sukkur
Fida Karim 🇵🇰
Presentation Training on Result Based Management (RBM) for M&E Staff
Presentation Training on Result Based Management (RBM) for M&E Staff
Fida Karim 🇵🇰
Sample proposal on women's microenterprise development
Sample proposal on women's microenterprise development
Fida Karim 🇵🇰
Presentation on water search & rescue
Presentation on water search & rescue
Fida Karim 🇵🇰
Reading material on success story writing for CERT Karachi by Fida Karim
Reading material on success story writing for CERT Karachi by Fida Karim
Fida Karim 🇵🇰
Sample Project Proposal Template by Fida Karim
Sample Project Proposal Template by Fida Karim
Fida Karim 🇵🇰
Lfa approach on project planning
Lfa approach on project planning
Fida Karim 🇵🇰
How to-write-effective-success-stories-by-fida karim
How to-write-effective-success-stories-by-fida karim
Fida Karim 🇵🇰
HGISF 1st Quarterly Progress Report-2014
HGISF 1st Quarterly Progress Report-2014
Fida Karim 🇵🇰
Hgisf 1st quarterly progress report 2014
Hgisf 1st quarterly progress report 2014
Fida Karim 🇵🇰
Management ch18 (2)
Management ch18 (2)
Fida Karim 🇵🇰
Management ch19
Management ch19
Fida Karim 🇵🇰
Management ch17 (2)
Management ch17 (2)
Fida Karim 🇵🇰
Más de Fida Karim 🇵🇰
(20)
Usaid tips 01 conducting a participatory evaluation-2011 05
Usaid tips 01 conducting a participatory evaluation-2011 05
Basics of Monitoring & Evaluation
Basics of Monitoring & Evaluation
Lecture 06: Advanced Project Management Project Organization and Integration
Lecture 06: Advanced Project Management Project Organization and Integration
Lecture 05:Advanced Project Management PM Processes and Framework
Lecture 05:Advanced Project Management PM Processes and Framework
Lecture 04: Advanced Project Management
Lecture 04: Advanced Project Management
Lecture 03: Advanced Project Management
Lecture 03: Advanced Project Management
Lecture 02: Advanced Project Management-Introduction
Lecture 02: Advanced Project Management-Introduction
Reading material on success story writing for m&e staff ita sukkur
Reading material on success story writing for m&e staff ita sukkur
Presentation Training on Result Based Management (RBM) for M&E Staff
Presentation Training on Result Based Management (RBM) for M&E Staff
Sample proposal on women's microenterprise development
Sample proposal on women's microenterprise development
Presentation on water search & rescue
Presentation on water search & rescue
Reading material on success story writing for CERT Karachi by Fida Karim
Reading material on success story writing for CERT Karachi by Fida Karim
Sample Project Proposal Template by Fida Karim
Sample Project Proposal Template by Fida Karim
Lfa approach on project planning
Lfa approach on project planning
How to-write-effective-success-stories-by-fida karim
How to-write-effective-success-stories-by-fida karim
HGISF 1st Quarterly Progress Report-2014
HGISF 1st Quarterly Progress Report-2014
Hgisf 1st quarterly progress report 2014
Hgisf 1st quarterly progress report 2014
Management ch18 (2)
Management ch18 (2)
Management ch19
Management ch19
Management ch17 (2)
Management ch17 (2)
Último
The Path to Product Excellence: Avoiding Common Pitfalls and Enhancing Commun...
The Path to Product Excellence: Avoiding Common Pitfalls and Enhancing Commun...
Aggregage
Mysore Call Girls 8617370543 WhatsApp Number 24x7 Best Services
Mysore Call Girls 8617370543 WhatsApp Number 24x7 Best Services
Dipal Arora
It will be International Nurses' Day on 12 May
It will be International Nurses' Day on 12 May
NZSG
KYC-Verified Accounts: Helping Companies Handle Challenging Regulatory Enviro...
KYC-Verified Accounts: Helping Companies Handle Challenging Regulatory Enviro...
Any kyc Account
Dr. Admir Softic_ presentation_Green Club_ENG.pdf
Dr. Admir Softic_ presentation_Green Club_ENG.pdf
Admir Softic
M.C Lodges -- Guest House in Jhang.
M.C Lodges -- Guest House in Jhang.
Aaiza Hassan
Value Proposition canvas- Customer needs and pains
Value Proposition canvas- Customer needs and pains
P&CO
A DAY IN THE LIFE OF A SALESMAN / WOMAN
A DAY IN THE LIFE OF A SALESMAN / WOMAN
IlamathiKannappan
Call Girls in Gomti Nagar - 7388211116 - With room Service
Call Girls in Gomti Nagar - 7388211116 - With room Service
discovermytutordmt
How to Get Started in Social Media for Art League City
How to Get Started in Social Media for Art League City
Eric T. Tung
Call Girls Electronic City Just Call 👗 7737669865 👗 Top Class Call Girl Servi...
Call Girls Electronic City Just Call 👗 7737669865 👗 Top Class Call Girl Servi...
amitlee9823
Yaroslav Rozhankivskyy: Три складові і три передумови максимальної продуктивн...
Yaroslav Rozhankivskyy: Три складові і три передумови максимальної продуктивн...
Lviv Startup Club
Pharma Works Profile of Karan Communications
Pharma Works Profile of Karan Communications
karancommunications
Famous Olympic Siblings from the 21st Century
Famous Olympic Siblings from the 21st Century
rwgiffor
👉Chandigarh Call Girls 👉9878799926👉Just Call👉Chandigarh Call Girl In Chandiga...
👉Chandigarh Call Girls 👉9878799926👉Just Call👉Chandigarh Call Girl In Chandiga...
rajveerescorts2022
VVVIP Call Girls In Greater Kailash ➡️ Delhi ➡️ 9999965857 🚀 No Advance 24HRS...
VVVIP Call Girls In Greater Kailash ➡️ Delhi ➡️ 9999965857 🚀 No Advance 24HRS...
Call Girls In Delhi Whatsup 9873940964 Enjoy Unlimited Pleasure
Enhancing and Restoring Safety & Quality Cultures - Dave Litwiller - May 2024...
Enhancing and Restoring Safety & Quality Cultures - Dave Litwiller - May 2024...
Dave Litwiller
Regression analysis: Simple Linear Regression Multiple Linear Regression
Regression analysis: Simple Linear Regression Multiple Linear Regression
Ravindra Nath Shukla
John Halpern sued for sexual assault.pdf
John Halpern sued for sexual assault.pdf
AmzadHosen3
Monthly Social Media Update April 2024 pptx.pptx
Monthly Social Media Update April 2024 pptx.pptx
Andy Lambert
Último
(20)
The Path to Product Excellence: Avoiding Common Pitfalls and Enhancing Commun...
The Path to Product Excellence: Avoiding Common Pitfalls and Enhancing Commun...
Mysore Call Girls 8617370543 WhatsApp Number 24x7 Best Services
Mysore Call Girls 8617370543 WhatsApp Number 24x7 Best Services
It will be International Nurses' Day on 12 May
It will be International Nurses' Day on 12 May
KYC-Verified Accounts: Helping Companies Handle Challenging Regulatory Enviro...
KYC-Verified Accounts: Helping Companies Handle Challenging Regulatory Enviro...
Dr. Admir Softic_ presentation_Green Club_ENG.pdf
Dr. Admir Softic_ presentation_Green Club_ENG.pdf
M.C Lodges -- Guest House in Jhang.
M.C Lodges -- Guest House in Jhang.
Value Proposition canvas- Customer needs and pains
Value Proposition canvas- Customer needs and pains
A DAY IN THE LIFE OF A SALESMAN / WOMAN
A DAY IN THE LIFE OF A SALESMAN / WOMAN
Call Girls in Gomti Nagar - 7388211116 - With room Service
Call Girls in Gomti Nagar - 7388211116 - With room Service
How to Get Started in Social Media for Art League City
How to Get Started in Social Media for Art League City
Call Girls Electronic City Just Call 👗 7737669865 👗 Top Class Call Girl Servi...
Call Girls Electronic City Just Call 👗 7737669865 👗 Top Class Call Girl Servi...
Yaroslav Rozhankivskyy: Три складові і три передумови максимальної продуктивн...
Yaroslav Rozhankivskyy: Три складові і три передумови максимальної продуктивн...
Pharma Works Profile of Karan Communications
Pharma Works Profile of Karan Communications
Famous Olympic Siblings from the 21st Century
Famous Olympic Siblings from the 21st Century
👉Chandigarh Call Girls 👉9878799926👉Just Call👉Chandigarh Call Girl In Chandiga...
👉Chandigarh Call Girls 👉9878799926👉Just Call👉Chandigarh Call Girl In Chandiga...
VVVIP Call Girls In Greater Kailash ➡️ Delhi ➡️ 9999965857 🚀 No Advance 24HRS...
VVVIP Call Girls In Greater Kailash ➡️ Delhi ➡️ 9999965857 🚀 No Advance 24HRS...
Enhancing and Restoring Safety & Quality Cultures - Dave Litwiller - May 2024...
Enhancing and Restoring Safety & Quality Cultures - Dave Litwiller - May 2024...
Regression analysis: Simple Linear Regression Multiple Linear Regression
Regression analysis: Simple Linear Regression Multiple Linear Regression
John Halpern sued for sexual assault.pdf
John Halpern sued for sexual assault.pdf
Monthly Social Media Update April 2024 pptx.pptx
Monthly Social Media Update April 2024 pptx.pptx
Management ch17
1.
8th edition Steven P.
Robbins Mary Coulter PowerPoint Presentation by Charlie Cook Copyright © 2005 Prentice Hall, Inc. All rights reserved.
2.
LEARNING OUTLINE Follow this
Learning Outline as you read and study this chapter. Managers versus Leaders • Contrast leaders and managers. • Explain why leadership is an important behavioral topic. Early Leadership Theories • Discuss what research has shown about leadership traits. • Contrast the findings of the four behavioral leadership theories. • Explain the dual nature of a leader’s behavior. Contingency Theories of Leadership • Explain how Fiedler’s theory of leadership is a contingency model. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 17–2
3.
L E A
R N I N G O U T L I N E (cont’d) Follow this Learning Outline as you read and study this chapter. Contingency Theories of Leadership • Contrast situational leadership and the leader participation model. • Discuss how path-goal theory explains leadership. Cutting Edge Approaches to Leadership • Differentiate between transactional and transformational leaders. • Describe charismatic and visionary leadership. Leadership Issues in the Twenty-First Century • Tell the five sources of leader’s power. • Discuss the issues today’s leaders face. • Explain why leadership is sometimes irrelevant. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 17–3
4.
L E A
R N I N G O U T L I N E (cont’d) Follow this Learning Outline as you read and study this chapter. What Is An Organization? • Describe the characteristics of an organization. • Explain how the concept of an organization is changing. Why Study Management? • Explain the universality of management concept. • Discuss why an understanding of management is important even if you don’t plan to be a manager. • Describe the rewards and challenges of being a manager. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 17–4
5.
Managers Versus Leaders •
Managers • Leaders Are appointed to their position Are appointed or emerge from within a work group Can influence people only to the extent of the formal authority of their position Can influence other people and have managerial authority Do not necessarily have the skills and capabilities to be leaders Do not necessarily have the skills and capabilities to be managers Leadership is the process of influencing a group toward the achievement of goals. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 17–5
6.
Early Leadership Theories •
Trait Theories (1920s-30s) Research focused on identifying personal characteristics that differentiated leaders from nonleaders was unsuccessful. Later research on the leadership process identified seven traits associated with successful leadership: Drive, the desire to lead, honesty and integrity, selfconfidence, intelligence, job-relevant knowledge, and extraversion. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 17–6
7.
Early Leadership Theories
(cont’d) • Behavioral Theories University of Iowa Studies (Kurt Lewin) Identified three leadership styles: – Autocratic style: centralized authority, low participation – Democratic style: involvement, high participation, feedback – Laissez faire style: hands-off management Research findings: mixed results – No specific style was consistently better for producing better performance – Employees were more satisfied under a democratic leader than an autocratic leader. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 17–7
8.
Early Leadership Theories
(cont’d) • Behavioral Theories (cont’d) Ohio State Studies Identified two dimensions of leader behavior – Initiating structure: the role of the leader in defining his or her role and the roles of group members – Consideration: the leader’s mutual trust and respect for group members’ ideas and feelings. Research findings: mixed results – High-high leaders generally, but not always, achieved high group task performance and satisfaction. – Evidence indicated that situational factors appeared to strongly influence leadership effectiveness. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 17–8
9.
Early Leadership Theories
(cont’d) • Behavioral Theories (cont’d) University of Michigan Studies Identified two dimensions of leader behavior – Employee oriented: emphasizing personal relationships – Production oriented: emphasizing task accomplishment Research findings: – Leaders who are employee oriented are strongly associated with high group productivity and high job satisfaction. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 17–9
10.
The Managerial Grid •
Managerial Grid Appraises leadership styles using two dimensions: Concern for people Concern for production Places managerial styles in five categories: Impoverished management Task management Middle-of-the-road management Country club management Team management Copyright © 2005 Prentice Hall, Inc. All rights reserved. 17–10
11.
Contingency Theories of
Leadership • The Fiedler Model (cont’d) Proposes that effective group performance depends upon the proper match between the leader’s style of interacting with followers and the degree to which the situation allows the leader to control and influence. Assumptions: A certain leadership style should be most effective in different types of situations. Leaders do not readily change leadership styles. – Matching the leader to the situation or changing the situation to make it favorable to the leader is required. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 17–11
12.
Contingency Theories… (cont’d) •
The Fiedler Model (cont’d) Least-preferred co-worker (LPC) questionnaire Determines leadership style by measuring responses to 18 pairs of contrasting adjectives. – High score: a relationship-oriented leadership style – Low score: a task-oriented leadership style Situational factors in matching leader to the situation: Leader-member relations Task structure Position power Copyright © 2005 Prentice Hall, Inc. All rights reserved. 17–12
13.
Contingency Theories… (cont’d) •
Hersey and Blanchard’s Situational Leadership Theory (SLT) Argues that successful leadership is achieved by selecting the right leadership style which is contingent on the level of the followers’ readiness. Acceptance: leadership effectiveness depends on whether followers accept or reject a leader. Readiness: the extent to which followers have the ability and willingness to accomplish a specific task Leaders must relinquish control over and contact with followers as they become more competent. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 17–13
14.
Contingency Theories… (cont’d) •
Hersey and Blanchard’s Situational Leadership Theory (SLT) Creates four specific leadership styles incorporating Fiedler’s two leadership dimensions: Telling: high task-low relationship leadership Selling: high task-high relationship leadership Participating: low task-high relationship leadership Delegating: low task-low relationship leadership Copyright © 2005 Prentice Hall, Inc. All rights reserved. 17–14
15.
Contingency Theories… (cont’d) •
Hersey and Blanchard’s Situational Leadership Theory (SLT) Posits four stages follower readiness: R1: followers are unable and unwilling R2: followers are unable but willing R3: followers are able but unwilling R4: followers are able and willing Copyright © 2005 Prentice Hall, Inc. All rights reserved. 17–15
16.
Contingency Theories… (cont’d) •
Leader Participation Model Posits that leader behavior must be adjusted to reflect the task structure—whether it is routine, nonroutine, or in between—based on a sequential set of rules (contingencies) for determining the form and amount of follower participation in decision making in a given situation. Contingencies: decision significance, importance of commitment, leader expertise, likelihood of commitment, group support, group expertise Copyright © 2005 Prentice Hall, Inc. All rights reserved. 17–16
17.
Contingency Theories… (cont’d) •
Leader Participation Model Contingencies: Decision significance Importance of commitment Leader expertise Likelihood of commitment Group support Group expertise Team competence Copyright © 2005 Prentice Hall, Inc. All rights reserved. 17–17
18.
Contingency Theories… (cont’d) •
Path-Goal Model States that the leader’s job is to assist his or her followers in attaining their goals and to provide direction or support to ensure their goals are compatible with organizational goals. Leaders assume different leadership styles at different times depending on the situation: Directive leader Supportive leader Participative leader Achievement oriented leader Copyright © 2005 Prentice Hall, Inc. All rights reserved. 17–18
19.
Current Approaches to
Leadership • Transactional Leadership Leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements. • Transformational Leadership Leaders who inspire followers to transcend their own self-interests for the good of the organization by clarifying role and task requirements. Leaders who also are capable of having a profound and extraordinary effect on their followers. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 17–19
20.
Current Approaches to
Leadership (cont’d) • Charismatic Leadership An enthusiastic, self-confident leader whose personality and actions influence people to behave in certain ways. Characteristics of charismatic leaders: Have a vision Are able to articulate the vision Are willing to take risks to achieve the vision Are sensitive to the environment and follower needs Exhibit behaviors that are out of the ordinary Copyright © 2005 Prentice Hall, Inc. All rights reserved. 17–20
21.
Current Approaches to
Leadership (cont’d) • Visionary Leadership A leader who creates and articulates a realistic, credible, and attractive vision of the future that improves upon the present situation. Visionary leaders have the ability to: Explain the vision to others Express the vision not just verbally but through behavior Extend or apply the vision to different leadership contexts Copyright © 2005 Prentice Hall, Inc. All rights reserved. 17–21
22.
Current Approaches to
Leadership (cont’d) • Team Leadership Characteristics Having patience to share information Being able to trust others and to give up authority Understanding when to intervene • Team Leader’s Job Managing the team’s external boundary Facilitating the team process Coaching, facilitating, handling disciplinary problems, reviewing team and individual performance, training, and communication Copyright © 2005 Prentice Hall, Inc. All rights reserved. 17–22
23.
Current Approaches to
Leadership (cont’d) • Team Leadership Roles Liaison with external constituencies Troubleshooter Conflict manager Coach Copyright © 2005 Prentice Hall, Inc. All rights reserved. 17–23
24.
Leadership Issues in
the 21st Century • Managing Power Legitimate power The power a leader has as a result of his or her position. Coercive power The power a leader has to punish or control. Reward power The power to give positive benefits or rewards. Copyright © 2005 Prentice Hall, Inc. All rights reserved. Expert power The influence a leader can exert as a result of his or her expertise, skills, or knowledge. Referent power The power of a leader that arise because of a person’s desirable resources or admired personal traits. 17–24
25.
Developing Credibility and
Trust • Credibility (of a Leader) The assessment of a leader’s honesty, competence, and ability to inspire by his or her followers • Trust The belief of followers and others in the integrity, character, and ability of a leader. Dimensions of trust: integrity, competence, consistency, loyalty, and openness. Trust is related to increases in job performance, organizational citizenship behaviors, job satisfaction, and organization commitment. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 17–25
26.
Providing Online Leadership •
Challenges of Online Leadership Communication Choosing the right words, structure, tone, and style for digital communications Performance management Defining, facilitating, and encouraging performance Trust Creating a culture where trust among all participants is expected, encouraged, and required, Copyright © 2005 Prentice Hall, Inc. All rights reserved. 17–26
27.
Empowering Employees • Empowerment
Involves increasing the decision-making discretion of workers such that teams can make key operating decisions in develop budgets, scheduling workloads, controlling inventories, and solving quality problems. Why empower employees? Quicker responses problems and faster decisions. Address the problem of increased spans of control in relieving managers to work on other problems. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 17–27
28.
Cross-Cultural Leadership • Universal
Elements of Effective Leadership Vision Foresight Providing encouragement Trustworthiness Dynamism Positiveness Proactiveness Copyright © 2005 Prentice Hall, Inc. All rights reserved. 17–28
29.
Gender Differences and
Leadership • Research Findings Males and females use different styles Women tend to adopt a more democratic or participative style unless in a male-dominated job. Women Men tend to use transformational leadership. tend to use transactional leadership. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 17–29
30.
Heroic Leadership: Basics
of Leadership • Give people a reason to come to work. • Help them to develop a passion for their work • Instill in them a sense of commitment to their colleagues • Develop their sense of responsibility to customers • Be loyal to the organization’s people Copyright © 2005 Prentice Hall, Inc. All rights reserved. 17–30
31.
Leadership Can Be
Irrelevant • Substitutes for Leadership Follower characteristics Experience, training, professional orientation, or the need for independence Job characteristics Routine, unambiguous, and satisfying jobs Organization characteristics Explicit formalized goals, rigid rules and procedures, or cohesive work groups Copyright © 2005 Prentice Hall, Inc. All rights reserved. 17–31
Descargar ahora