CH14

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CH14

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  1. Chapter 14 Leadership

    Slide 1 - Chapter 14 Leadership

    • © 2015 Cengage Learning
    • MGMT7
  2. © 2015 Cengage Learning

    Slide 2 - © 2015 Cengage Learning

    • 14-1 explain what leadership is
    • 14-2 describe who leaders are and what effective leaders do
    • 14-3 explain Fiedler’s contingency theory
    • 14-4 describe how path-goal theory works
    • 14-5 explain the normative decision theory
    • 14-6 explain how visionary leadership (i.e., charismatic or transformational leadership) helps leaders achieve strategic leadership
  3. Leaders              vs.          Managers

    Slide 3 - Leaders vs. Managers

    • © 2015 Cengage Learning
    • Doing the right thing
    • “What should we be doing?”
    • Vision, mission, goals, objectives
    • Challenge the status quo
    • Long-term view
    • Expand people’s options and choices
    • Inspire and motivate people to find their own solutions
    • Concerned with ends, what gets done
    • Doing things right
    • “How can we do what we’re already doing better?”
    • Productivity and efficiency
    • Preservers of status quo
    • Short-term view
    • Limit others’ choices
    • Sole problems so that others can do their work
    • More concerned with means, how things get done
    • 14-1
  4. Leadership Traits

    Slide 4 - Leadership Traits

    • Trait theory
    • effective leaders possess a similar set of traits or characteristics
    • Leaders are different from followers in:
    • drive
    • desire to lead
    • honest/integrity
    • self-confidence
    • emotional stability
    • cognitive ability
    • knowledge of the business
    • © 2015 Cengage Learning
    • 14-2
  5. Leadership Behaviors

    Slide 5 - Leadership Behaviors

    • Initiating structure
    • Consideration
    • © 2015 Cengage Learning
    • 14-2
  6. Blake/Mouton Leadership Grid

    Slide 6 - Blake/Mouton Leadership Grid

    • 14-2
    • © 2015 Cengage Learning
  7. Fiedler’s Contingency Theory

    Slide 7 - Fiedler’s Contingency Theory

    • In order to maximize work group performance, leaders must be matched to the right leadership situation.
    • Leaders are effective when the work group they lead performs well.
    • Leaders are generally unable to change their leadership styles, and they will be more effective when their styles are matched to the proper situation.
    • The favorableness of a situation permits the leader to influence the behavior of group members.
    • © 2015 Cengage Learning
    • 14-3
  8. Least Preferred Coworker

    Slide 8 - Least Preferred Coworker

    • Leadership style = the way that leaders generally behave toward their followers.
    • Leadership styles are tied to leaders’ underlying needs and personalities.
    • Relationship-oriented
    • Task-oriented
    • © 2015 Cengage Learning
    • 14-3
  9. Situational Favorableness

    Slide 9 - Situational Favorableness

    • © 2015 Cengage Learning
    • The degree to which a particular situation either permits or denies a leader the chance to influence the behavior of group members.
    • Leader-member relations
    • Task structure
    • Position power
    • 14-3
  10. Situational Favorableness

    Slide 10 - Situational Favorableness

    • © 2015 Cengage Learning
    • 14-3
  11. Matching Leadership Styles to Situations

    Slide 11 - Matching Leadership Styles to Situations

    • 14-3
    • © 2015 Cengage Learning
  12. Leaders and Situations

    Slide 12 - Leaders and Situations

    • Fiedler assumes leaders to be incapable of changing their leadership styles.
    • The key − matching leaders to situations…
    • …or teaching leaders how to change situational favorableness
    • © 2015 Cengage Learning
    • 14-3
  13. Path-Goal Theory

    Slide 13 - Path-Goal Theory

    • Leaders can increase subordinate satisfaction and performance by clarifying and clearing the paths to goals and by increasing the number and kinds of rewards available for goal attainment.
    • © 2015 Cengage Learning
    • 14-4
  14. Path-Goal Theory

    Slide 14 - Path-Goal Theory

    • 14-4
    • © 2015 Cengage Learning
  15. Leadership Styles

    Slide 15 - Leadership Styles

    • Directive
    • Supportive
    • Participative
    • Achievement-oriented
    • © 2015 Cengage Learning
    • 14-4
  16. Subordinate Contingencies

    Slide 16 - Subordinate Contingencies

    • Perceived ability
    • Experience
    • Locus of control
    • internals vs. externals
    • © 2015 Cengage Learning
    • 14-4
  17. Environmental Contingencies

    Slide 17 - Environmental Contingencies

    • Task structure
    • Formal authority system
    • Primary work group
    • © 2015 Cengage Learning
    • 14-4
  18. Path-Goal Theory: When to Use Directive, Supportive, Participative, or Achievement-Oriented Leadership

    Slide 18 - Path-Goal Theory: When to Use Directive, Supportive, Participative, or Achievement-Oriented Leadership

    • 14-4
    • © 2015 Cengage Learning
  19. Normative Decision Theory

    Slide 19 - Normative Decision Theory

    • Helps leaders decide how much employee participation (from none to letting employees make the entire decision) should be used when making decisions.
    • © 2015 Cengage Learning
    • 14-5
  20. Normative Theory, Decisions Styles, and Levels of Employee Participation

    Slide 20 - Normative Theory, Decisions Styles, and Levels of Employee Participation

    • 14-5
    • © 2015 Cengage Learning
  21. Normative Theory Decision Rules

    Slide 21 - Normative Theory Decision Rules

    • 14-5
    • © 2015 Cengage Learning
  22. Normative Decision Theory Tree for Determining the Level of Participation in Decision Making

    Slide 22 - Normative Decision Theory Tree for Determining the Level of Participation in Decision Making

    • 14-5
    • © 2015 Cengage Learning
  23. Visionary Leadership

    Slide 23 - Visionary Leadership

    • Creates a positive image of the future that motivates organizational members and provides direction for future planning and goal setting.
    • © 2015 Cengage Learning
    • 14-6
  24. Charismatic Leadership

    Slide 24 - Charismatic Leadership

    • The behavioral tendencies and personal characteristics of leaders that create an exceptionally strong relationship with followers.
    • Articulate a clear vision for the future that is based on strongly held values or morals
    • Model those values by acting in a way consistent with the vision
    • Communicate high performance expectations to followers
    • Display confidence in followers’ abilities to achieve the vision
    • © 2015 Cengage Learning
    • 14-6
  25. Ethical and Unethical Charismatics

    Slide 25 - Ethical and Unethical Charismatics

    • 14-6
    • © 2015 Cengage Learning
  26. Transformational Leadership

    Slide 26 - Transformational Leadership

    • Generates awareness and acceptance of a group’s purpose and mission and gets employees to see beyond their own needs and self interests for the good of the group.
    • © 2015 Cengage Learning
    • 14-6
  27. Components of Transformational Leadership

    Slide 27 - Components of Transformational Leadership

    • Charismatic leadership or idealized influence
    • Inspirational motivation
    • Intellectual stimulation
    • Individualized consideration
    • © 2015 Cengage Learning
    • 14-6
  28. Transactional Leadership

    Slide 28 - Transactional Leadership

    • Based on an exchange process in which followers are rewarded for good performance and punished for poor performance.
    • © 2015 Cengage Learning
    • 14-6
  29. Camp Bow Wow

    Slide 29 - Camp Bow Wow

    • Does Camp Bow Wow CEO Heidi Ganahl possess qualities associated with contemporary leadership?
    • In what way is Heidi Ganahl’s leadership charismatic and visionary? Give examples.
    • Where does Heidi Ganahl’s leadership fall on the Leader-ship Grid discussed in the chapter? Explain.
  30. Camp Bow Wow

    Slide 30 - Camp Bow Wow