Transcript Chapter 13 Leaders

Chapter 13
Leaders
Individuals who…
• establish direction for a group
• gain the group members’
commitment
• motivate them to achieve goals
to move in that direction
What Followers Expect of
Leaders
•Honesty
•Forward looking
•Inspiring
•Competence
Managers
vs. Leaders
Do things right
Do the right thing
Planning & budgeting
Vision
Processes & Systems
Imaginative ideas
Organizing & Staffing
Aligning people with vision
Control & Problem Solving
Motivate and inspire
Produce order, predictability, results expected by
stakeholders
Produce change
Traits of Successful
Business Leaders
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Drive
Honesty and integrity
Motivation to be a leader
Self-confidence
Cognitive ability
Knowledge of the business
Creativity
Flexibility
Leader Behaviors
Task
People
• Initiating structure)—organizing and
defining what group members
should be doing to maximize output -task
• Consideration—creating mutual
respect or trust; concerned with
group members’ needs and desires-people
long ago
Historical View of
Leadership
present
•SuperLeader
•Visionary Hero
•Strong Man
The Path Goal Theory
Environmental contingency factors
•Task structure
•Formal authority system
•Work group
Leader Behavior styles
•Directive
•Supportive
•Participative
•Achievement oriented
Outcomes
•Performance
•Satisfaction
Subordinate contingency
factors
•Locus of control
•Experience
•Perceived ability
Transactional vs.
Transformational
Transactional
“Tit for tat” leaders
who motivate
employees with
promises,
rewards, and
threats
Transformational
Value-driven change
agents who
emphasize the
importance of tasks
and motivate
employees with a
vision to go beyond
self-interest for the
good of the
Effective Leadership Practices
Challenging the process
Inspiring a shared vision
Enabling others to act
Modeling the way
Encouraging the heart
Ethical Charismatic Leaders
• Use power to serve others
• Align their vision with followers’
needs and aspirations
• Accept and learn from criticism
• Encourage followers to think
independently
• Work to develop followers into
leaders
Unethical Charismatic
Leaders
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Motivated by personalized power
Pursue their own vision and goals
Censure critical or opposing views
Encourage blind obedience,
dependency, submission
• Lack internal moral compass
Emotional Intelligence
Empathy
Social skill
Motivation
Self-regulation
Self-awareness
Creates meaning
Provides a worthwhile challenge
Energizing
Brings the future into the present
Creates a common identity