12. “ Are Leaders Born ? or Are They Made?” “ Leaders can be made”
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16. Leadership versus Management Management Promotes stability, order and problem solving within existing organizational structure and systems Leadership Promotes vision, creativity, and change 0
17. Leader versus Manager Qualities Manager Qualities Leader Qualities Source: Genevieve Capowski, “Anatomy of a Leader: Where Are the Leaders of Tomorrow?” Management Review, March 1994, 12 Visionary Creative Inspiring Innovative Courageous Imaginative Experimental Initiates change Personal power Rational Persistent Tough-minded Analytical Structured Deliberate Authoritative Stabilizing Position power 0
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28. Personal Characteristics of Leaders Physical Characteristics Energy Physical stamina Social Background Education Intelligence and Ability Judgment, decisiveness Knowledge Intelligence , ability Personality Self-confidence Honesty & integrity Enthusiasm Desire to lead Independence Work-related Characteristics Achievement drive Conscientiousness in pursuit of goals Persistence against obstacles, tenacity Social Characteristics Sociability, interpersonal skills Cooperativeness Tact, diplomacy Source: Adapted from Bernard M. Bass, Stogdill’s Handbook of Leadership, rev. Ed. (New York: Free Press, 1981), 75-76. This adaptation appeared in R. Albanese and D. D. Van Fleet, Organizational Behavior: A managerial Viewpoint (Hinsdale, III.: The Dryden Press, 1983). 0
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41. Range Of Leadership Styles Amount of Leader Authority Amount of group Freedom Autocratic Democratic Telling Selling Testing Consulting Joining
42. The leader keeps all authority and gives the group little freedom. The leader decides, and the group follows.
43. The leader makes the decision, then persuades the group that this decision is the “best” for the group.
44. The leader states the problem, picks a possible solution, and lets the group react to this solution. Possibly accepting suggestions, the leader makes a final decision and informs the group.
45. The leader presents the problem and asks for ideas from the group members. The group recommends solutions; the leader selects one, and informs the group.
46. The group decides and the leader follows. Here the leader is just another member of the group and agrees to carry out the group’s decision.
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51. Hersey and Blanchard ’ s Situational Leadership Theory (SLT) Task Orientation People Orientation Skills Motivation Low High Low High
86. Improving Your Own Leadership Capabilities Set direction Set performance expectations Set an example Clarify and build paths Cheer on/ appreciate Reassess and Change ACT ASSESS Strengths Weaknesses Skills Expectations Motivations Constraints Opportunities Adapted from Exhibit 11.14: Improving Your Leadership Capabilities Self Followers Situation
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Notas del editor
Moral authority : Nelson Mandela, for example, has dignity, integrity , charm
Beliefs عقيدة – مذهب / attributes صفة
Peter Drucker :" رائد علم الإدارة ، أبو الإدارة الحديثة ، مؤسس علم الإدارة ” القيادة يجب أن تتعلمها وباستطاعتك ذلك ". warren Bennis " لا تستطيع تعلم القيادة، القيادة شخصية وحكمة وهما شيئان لا يمكنك تعليمهما "
MANAGERS : Focus on tactical activities and often times have a more directive and controlling approach. Essence فى الحقيقة
exhibit يبدى – يعرض / tirelessly متواصل لايتعب / persistent / Drive يقود – يدفع شخص للأمام / initiative مبادر
deed
أقنع convince
Synthesize يؤلف – يركب / interpret يفسر – يترجم
implications
Assertive جازم
Stamina مقدرة على التحمل و المقاومة / Mobility متنقل / Conscientiousness ذو ضمير حى / pursuit مطاردة
Coercive
Knit يربط يعقد
Knit يربط يعقد / alienation يبعد – ينفر
mutual متبادل
mutual متبادل
mutual متبادل
mutual متبادل
Picks يلتقط
Argues يناقش / contingent مرتبط ب / relinquish يتخلى - يقلع عن
Argues يناقش / contingent مرتبط ب / relinquish يتخلى - يقلع عن
Collaborating تعاون
Determine the individual’s developmental level
High Task Orientation + Low People Orientation For those who are learning a new skills , be directive . Low skills highly motivated
High Task Orientation + Low People Orientation For those who are learning a new skills, be directive . Low skills & highly motivated
High Task Orientation + High People Orientation For those who are learning skills, but are still gaining Low Skills & Low Motivation experience, provide coaching .
High Task Orientation + High People Orientation For those who are learning skills, but are still gaining Low Skills & Low Motivation experience, provide coaching .
Low Task Orientation + High People Orientation For those who may be highly competent, but who may lack High Skills & Low Motivation self-confidence, offer support and encouragement.
Low Task Orientation + High People Orientation For those who may be highly competent, but who may lack High Skills & Low Motivation self-confidence, offer support and encouragement.
Low Task Orientation + Low People Orientation With highly motivated and experienced employees, you delegate tasks. High Skills & High Motivation
Low Task Orientation + Low People Orientation High Skills & High Motivation
Low Task Orientation + Low People Orientation High Skills & High Motivation
Exhibit 11.14 (page 400 of the text) has been animated to permit focused discussion of the points raised in this section. The first mouse click will begin discussion of the assessment phase. Additional clicks permit analysis of self, followers, and situation. Finally the “act” phase is illuminated and then the reassessment and change (follow-up) is highlighted. This is an excellent place for students to actually create a self-improvement plan and animated discussion should be encouraged.
