Leadership领导力.ppt

LEADERSHIP,Chapter 11,Leadership Matters.,Intellectually historically, psychologically, sociologically Politically societally, culturally, globally, communally, improved satisfaction and performance,PathGoal Theory (House 1971),The most effective leadership style depends on the situation and the characteristics of the subordinates Requires leader flexibility Directive style works best with unskilled workers Supportive leadership works best with highly skilled workers Theory is difficult to test and operationalize,Situational Theory - Hersey and Blanchard (1978),Hersey and Blanchards extension of the Leadership Grid focusing on the characteristics of followers as the important element of the situation, and consequently, of determining effective leader behavior. Hersey and Blanchard suggest that groups benefit from leadership that meshes with the developmental stage of the group.,Effectiveness depends on the leaders task and relationship behaviors. The Leadership Grid: Blake & Mouton assume that people vary in their concern for others and in their concern for results and that individuals who are high on both dimensions (9,9) are the best leaders.,Hersey and Blanchards Situational Theory of Leadership,Follower Characteristics,Appropriate Leader Style,Low readiness level Moderate readiness level High readiness level Very high readiness level,Telling (high task-low relationship),Selling (high task-high relationship),Participating (low task-high rel.),Delegating (low task-low relationship),LeaderMember Exchange Theory (LMX) (Graen & Schlieman 1978),Leadermember exchange theory (LMX) focuses on how the leaderfollower relationship affects the leadership process Subordinates are of two types: ingroup and outgroup Ingroup employees are viewed by the leader as competent, trustworthy, and highly motivated Outgroup employees are viewed as incompetent, untrustworthy, and poorly motivated,LeaderMember Exchange Theory (LMX) (Graen & Schlieman 1978),Two leadership styles: supervision (based on formal authority) and leadership (based on persuasion) Leaders use supervision with outgroup employees, and leadership with ingroup members Leaders and ingroup members establish personal relationships leading to mutual support and understanding HighLMX relationship groups tends to outperform lowLMX relationship groups,Transactional vs. Transformational Leaders,Transactional leaders focus on the social interactions between leaders and followers It is based on followers perceptions of and expectations about the leaders abilities The behavior of transactional leaders depends on what their followers think of them,Transformational Leaders,Transformational leaders are not constrained by their followers perceptions but are free to act to transform (change) their followers views They challenge and inspire with a sense of purpose and excitement They create a vision and communicate it while accepting feedback and suggestions,Transformational Leadership,Communicating the Vision,Modeling the Vision,Creating a Strategic Vision,Building Commitment,Elements of Transformational Leadership,Who is this?,Who is this?,Transformational Leaders,Do not accept the status quo Create a graphic and compelling vision of the future Act as role models Are often referred to as “tough” Energise and inspire others Are said to be “charismatic” Are very instrumental in times of turbulence / crises Provide sense of individual consideration Provide stimulation (intellectual and emotional) (James MacGregor Burns, 1978),What do you think are the key qualities of effective leaders?,1. _ 2. _ 3. _ 4. _ 5. _,Leadership Styles,Authoritarian leadership results when leaders make all the decisions and tell followers what to do Authoritarian leadership works best when situations require rapid and efficient job performance Group performance suffers when leader is under stress Democratic leadership results when leaders and followers discuss problems and make decisions jointly,Personality Variable,Motivational Structure or Leadership Style,“In oversimplified terms, the leader manages the group in either of two ways. He can: Tell people what to do and how to do it. Or share his leadership responsibilities with his group members and involve them in the planning and execution of the task.”,Fielder, Harvard Business Review, p. 116,Authentic Leadership,Owning ones own personal experiences (values, thoughts, emotions and beliefs) and acting in accordance with ones true self” Leader-follower relationships characterised by: transparency, openness & trust guidance towards worthy objectives emphasis on follower development(William Gardiner et al, 2005),Moral Leadership,“As a concept, leadership should mean a set of values dedicated to promoting human development for the common good of people in a democratic environment, both at the national and international levels”(Adel Safty, 2003) “The modern leader is willing to take responsibility without waiting for a request or bureaucratic permission”(Ronald Heifertz, 2003),Sex differences in leadership effectiveness: Women tend to adopt participative and transformational styles of leadership Men are more likely to enact autocratic, laissez-faire, and transactional styles.,Leadership & Gender Differences,Leadership and Emotions,“An emotionally intelligent leader can monitor his or her moods through self-awareness, change them for the better through self-management, understand their impact through empathy, and act in ways that boost others moods through relationship management”(Goleman, Boyatzis & McKee, 2001),Distributed Leadership,“In the twenty-first century organization, we need to establish communities where everyone shares the experience of serving as a leader, not sequentially, but concurrently and collectively. These I call leaderful organizations.” (Joseph Raelin, 2003, p. xi) “The model makes the case for the end of leadership as we commonly know itthat is, rank-based managementand introduces a method for developing an organisation into a true society of peers. I call this model the peer-based organization”.(Jeffrey Nielsen, 2004, p. x),Level 5 Leadership Hierarchy,Level 5: Executive builds enduring greatness through a paradoxical blend of personal humility and professional will Level 4: Effective Leader catalyses commitment to vigorous pursuit of a clear and compelling vision, stimulating higher performance standards Level 3: Competent Manager organises people and resources toward the effective and efficient pursuit of predetermined objectives Level 2: Contributing Team Member contributes individual capabilities to the achievement of group objectives and works effectively with others in a group setting Level 1: Highly Capable Individual makes productive contributions through talent, knowledge, skills and good work habits(Jim Collins, 2001, Good to Great),