Understanding and Applying Leadership Skills

Understanding and Applying Leadership Skills

2001 Wadsworth, a division of Thomson Learning, Inc Understanding and Applying Leadership Skills 1 2001 Wadsworth, a division of Thomson Learning, Inc Leadership Characteristics Leader Emergence Traits

intelligence dominance masculinity high self-monitoring Leadership emergence seems to be stable across the life-span 2 2001 Wadsworth, a division of Thomson Learning, Inc Leadership Characteristics Leader Performance Traits Needs Task- versus personorientation

Unsuccessful leaders 3 2001 Wadsworth, a division of Thomson Learning, Inc Traits Intelligence Interpersonal adjustment Self-monitoring 4 2001 Wadsworth, a division of Thomson Learning, Inc Needs

Types of Needs power achievement affiliation Leadership Motive Pattern high need for power low need for affiliation 5 2001 Wadsworth, a division of Thomson Learning, Inc Task- Versus Person-Orientation Person-Oriented Leaders act in a warm, supportive manner and show concern for the

employees believe employees are intrinsically motivated Task-Oriented Leaders set goals and give orders believe employees are lazy and extrinsically motivated 6 2001 Wadsworth, a division of Thomson Learning, Inc Relationship Among Theories Person Orientation High Country

club Team Consideration Theory Y Low Impoverished Task centered Theory X Low High

Task Orientation 7 2001 Wadsworth, a division of Thomson Learning, Inc Consequences of Leader Orientation High Person Low performance High performance Orientation Low turnover Low turnover Few grievances Few grievances Low Person Orientation Low performance High performance High turnover

High turnover Many grievances Many grievances Low Task Orientation High Task Orientation 8 2001 Wadsworth, a division of Thomson Learning, Inc Unsuccessful Leaders (Hogan, 1989) Lack of training Cognitive deficiencies Personality problems paranoid/passive-aggressive

high likeability floater narcissist 9 2001 Wadsworth, a division of Thomson Learning, Inc Interaction Between the Leader and the Situation Situational Favorability Organizational Climate Subordinate Ability

Relationships with Subordinates 10 2001 Wadsworth, a division of Thomson Learning, Inc Situational Favorability Fiedlers Contingency Model Least-Preferred Coworker Scale Situation Favorability high task structure high position power good leader-member relations High LPC leaders best with moderate favorability and Low

LPC leaders best with low or high favorability 11 2001 Wadsworth, a division of Thomson Learning, Inc Organizational Climate IMPACT Theory Leadership Style

Information Magnetic Position Affiliation Coercive Tactical Ideal Climate Ignorance Despair

Instability Anxiety Crisis Disorganization 12 2001 Wadsworth, a division of Thomson Learning, Inc Subordinate Ability Path-Goal Theory Instrumental style plans, organizes, controls Supportive style shows concern for employees

Participative style shares information and lets employees participate Achievement-oriented style sets challenging goals and rewards increases in performance 13 2001 Wadsworth, a division of Thomson Learning, Inc Subordinate Ability Situational Leadership Theory Employee is Unable Employee is Able Employee is Unwilling

Employee is Willing Directing (R1) Supporting (R3) Coaching (R2) Delegating (R4) 14 2001 Wadsworth, a division of Thomson Learning, Inc Relationships with Subordinates Vertical-Dyad Linkage Theory Concentrates on the

interaction between leaders and subordinates Subordinates fall into either the in-group out-group 15 2001 Wadsworth, a division of Thomson Learning, Inc Leadership Through Decision Making Vroom-Yetton Model 16

2001 Wadsworth, a division of Thomson Learning, Inc Leadership Through Contact Management by walking around 17 2001 Wadsworth, a division of Thomson Learning, Inc Leadership Through Power

Expert Power Legitimate Power Reward Power Coercive Power Referent Power 18 2001 Wadsworth, a division of Thomson Learning, Inc Leadership Through Vision Transformational Leadership

Visionary Charismatic Inspirational Challenge the status-quo Carefully analyze problems Confident and optimistic 19

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