The 21 Irrefutale Laws of Leadership John C MaxwellMeetup

1、powerpoint presentation by charlie cook copyright 2005 south-western. all rights reserved. chapter 11 leadership in organizations copyright 2005 south-western. all rights reserved. 112 learning objectives after reading and studying this chapter and doing the exercises, you should be able to: 1.diffe

2、rentiate between leadership and management. 2.describe key leadership traits, styles, and behaviors. 3.explain the basics of four different contingency theories of leadership. 4.present an overview of transformational and charismatic leadership. 5.explain how 360-degree feedback is used to improve l

3、eadership effectiveness. 6.identify forces that can sometimes decrease the importance of leadership. copyright 2005 south-western. all rights reserved. 113 the nature of leadership leadership is defined as the ability inspire confidence and support among the people on whose competence and commitment

4、 performance depends. involves influencing others to achieve objectives important to them and the organization. contributes to organizational effectiveness through the use of desirable personal attributes to achieve good results. veffective leadership = attributes x results copyright 2005 south-west

5、ern. all rights reserved. 114 leaders versus managers exhibit 11-1 source: genevieve capowski, “anatomy of a leader: where are the leaders of tomorrow?” management review (march 1994): 12. copyright 1994 american management association international. reprinted by permission of american management as

6、sociation international, new york, ny. all rights reserved. http:/www. . copyright 2005 south-western. all rights reserved. 115 leadership traits and characteristics cognitive skills mental abilities and knowledge problem-solving skills imagination ,creativity, and a willingness to experim

7、ent technical and profession competence (knowledge of the business) personality traits enthusiasm self-awareness self-confidence trustworthiness emotional intelligence needs for power and achievement a sense of humor copyright 2005 south-western. all rights reserved. 116 leadership styles and behavi

8、or behavioral approach to leadership attempts to specify how the behaviors of effective leaders differs from less-effective leaders. assumes that leaders are relatively consistent in how they attempt to influence group members. key concept is “l(fā)eadership style”the consistent pattern of behavior that

9、 characterizes a leader. recognizes that some leaders modify their leadership style as the situation requires. copyright 2005 south-western. all rights reserved. 117 studies on leadership dimensions ohio state university initiating structure vthe degree to which the leader establishes structure for

10、group members: assigning task, specifying procedures, scheduling work, and clarifying expectations. consideration vthe degree to which the leader creates an environment of emotion support, warmth, friendliness, and trust. copyright 2005 south-western. all rights reserved. 118 leadership dimensions (

11、contd) ohio state university research findings: vhigh consideration in leaders was associated with low turnover and high job satisfaction. vleaders high on initiating structure were rated highly by their superiors and had higher-producing work groups. copyright 2005 south-western. all rights reserve

12、d. 119 leadership styles based on a combination of initiating structure and consideration exhibit 11-2 copyright 2005 south-western. all rights reserved. 1110 studies on leadership dimensions (contd) university of michigan production-centered managers vset tight work standards, organized tasks caref

13、ully, prescribed work methods, and supervised closely. employee-centered managers vencouraged participative goal setting and decision- making, fostered high performance by engendering trust and mutual respect. copyright 2005 south-western. all rights reserved. 1111 studies on leadership dimensions u

14、niversity of michigan research findings: vemployee-centered managers had the most productive work groups. vthe most effective leaders had supportive relationships with employees, used group decision making and encouraged employee goal setting. copyright 2005 south-western. all rights reserved. 1112

15、managing polarities peter koestenbaum on leadership the central attribute of leadership is the ability to manage polarity extremes of positions and interests. copyright 2005 south-western. all rights reserved. 1113 the leadership grid the leadership grid describes leadership style as concerns (attit

16、udes) rather than actual behavior. vconcern for production includes results, bottom- line performance, profits, and mission. vconcern for people includes group members and coworkers. assumes that opportunistic leaders shift to any grid style to achieve personal gain and self-promotion. vbest style i

17、s team managementat 9,9 on the grid (high concern for both production and people). copyright 2005 south-western. all rights reserved. 1114 the leadership grid figure* impoverished management: exertion of minimum effort to get required work done is appropriate to sustain organization membership. coun

18、try club management: thoughtful attention to the needs of the people for satisfying relationships leads to a comfortable, friendly organization atmosphere and work tempo. team management: work accomplishment is from committed people; interdependence through a common stake in organization purpose lea

19、ds to relationships of trust and respect. authority-compliance management: efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimum degree. middle of the road management: adequate organization performance is possible through balancin

20、g the necessity to get work out while maintaining morale of people at a satisfactory level. 9,1 1,9 1,1 9,9 5,5 9 8 7 6 5 4 3 2 1 1 lowhigh high low concern for results concern for results 23485679 *formerly the managerial grid by robert r. blake and jane s. mouton. source: robert r. blake and anne

21、adams mccarse, leadership dukennasgrid solutions, houston: gulf publishing company, grid figure: p. 29, paternalism/ materialism figure: p. 30, opportunism figure: p. 31. copyright 1991 by scientific methods, inc. reproduced by permission of the owners. copyright 2005 south-western. all rights reser

22、ved. 1115 the leadership grid figure* 9,1 1,9 9 + 9 9 + 9 paternalism/maternalism rewards and approval are bestowed to people in return for loyalty and obedience; failure to comply leads to punishment. opportunism 1,19,1 5,5 1,9 9,9 in opportunistic management, people adapt and shift to any grid sty

23、le needed to gain the maximum advantage. performance occurs according to a system of selfish gain. effort is given only for an advantage for personal gain. 9,1 1,9 9 + 9 *formerly the managerial grid by robert r. blake and jane s. mouton. source: robert r. blake and anne adams mccarse, leadership du

24、kennasgrid solutions, houston: gulf publishing company, grid figure: p. 29, paternalism/materialism figure: p. 30, opportunism figure: p. 31. copyright 1991 by scientific methods, inc. reproduced by permission of the owners. copyright 2005 south-western. all rights reserved. 1116 the leader-member e

25、xchange model (lmx) (contd) leaders do not relate to each group member in the same manner. leaders develop unique working relationships with each group member. vin-groups are given additional rewards, responsibilities, and trust in exchange for their loyalty and performance. vout-groups have a more

26、formal (traditional) superior-subordinate relationship with the leader. copyright 2005 south-western. all rights reserved. 1117 the leader-member exchange model (lmx) (contd) leaders do not relate to each group member in the same manner. research findings: vin-group membership is beneficial to its m

27、embers. vhigh-quality leader-member exchanges improve delegation. vsupervisors are not overly influenced by the exchanges. copyright 2005 south-western. all rights reserved. 1118 contingency theories of leadership contingency (situational) leadership attempts to specify the conditions under which va

28、rious leadership styles would lead to the best results. assumes the best style of leadership depends on: vthe leaders relations with subordinates vcharacteristics of the subordinates vfactors in the work setting. copyright 2005 south-western. all rights reserved. 1119 contingency theories (contd) fi

29、edlers contingency theory of leadership assumes the best style of leadership is determined by the leaders work situation. uses the least-preferred coworker (lpc) scale to measure the leaders style. vmeasures a managers relationship to a referent (least-preferred) coworker. vpositive lpc descriptions

30、 indicate relationship- oriented management styles. vnegative lpc descriptions indicate task-oriented management styles. copyright 2005 south-western. all rights reserved. 1120 contingency theories (contd) fiedlers contingency theory of leadership situational control vthe degree to which the leader

31、can control and influence the outcomes of group effort. measurements of situational control are based on: vleader-member relations (good to bad) vtask structure (well to ill-defined) vposition power (the leaders ability to reward and control) copyright 2005 south-western. all rights reserved. 1121 s

32、ummary of findings from fiedlers contingency theory exhibit 11-3 copyright 2005 south-western. all rights reserved. 1122 implications of fielders theory: leader effectiveness can be increased by: improving relationships with group members. enhancing task structure by providing more guidelines and in

33、structions. requesting more position power from the organization. copyright 2005 south-western. all rights reserved. 1123 contingency theories (contd) the path-goal theory of leadership specifies what a leader must do to achieve high morale and productivity in a given situation. vfocuses on helping

34、employees find the right path to goal attainment. vassumes that the leader will choose the right leadership style to match the contingencies of a particular situation. vis based on expectancy theory (motivation, satisfaction, and performance). copyright 2005 south-western. all rights reserved. 1124

35、path-goal theory (contd) leadership styles to meet situational demands: directive: initiating structure, setting guidelines on standards, and conveying expectations. supportive leadership: showing concern for the well-being of group members and developing mutually satisfying relationships. participa

36、tion: consulting with group members and then using this input for decision making. achievement-oriented leadership: setting challenging goals, promoting work improvement, setting high expectations, and expecting group members to assume responsibility. copyright 2005 south-western. all rights reserve

37、d. 1125 the pathgoal theory of leadership exhibit 11-4 copyright 2005 south-western. all rights reserved. 1126 contingency relationships in pathgoal leadership exhibit 11-5 leadership style situation in which appropriate directive positively affects satisfaction and expectancies of subordinates work

38、ing on ambiguous tasks. negatively affects satisfaction and expectancies of subordinates working on clearly defined tasks. supportive positively affects satisfaction of subordinates working on dissatisfying, stressful, or frustrating tasks. participativepositively affects satisfaction of subordinate

39、s who are ego-involved with nonrepetitive tasks. achievement-oriented positively affects confidence that effort will lead to effective performance of subordinates working on ambiguous and nonrepetitive tasks. copyright 2005 south-western. all rights reserved. 1127 contingency theories (contd) the si

40、tuational leadership model explains how a leader chooses a leadership style that is appropriate to the readiness of group members. readiness: the extent to which a group member has the ability and willingness or confidence to accomplish a task. vas the readiness of group members increases, a leader

41、should rely more on relationship-related leadership behaviors and less on task-related leadership behaviors. copyright 2005 south-western. all rights reserved. 1128 contingency theories (contd) the normative decision model (formerly the leader-participation model) leadership is a decision-making pro

42、cess in which the leader examines the situation and chooses the most effective decision- making style for the situation. copyright 2005 south-western. all rights reserved. 1129 the normative decision model five styles of decision-making: decide (manager alone) consult (members individually) consult

43、(group advises) facilitate (decide together) delegate (group decides) copyright 2005 south-western. all rights reserved. 1130 the normative decision model for time-driven group problems, the decision- making style chosen depends on: decision significance to the success of the project. importance of

44、commitment of team members. leaders expertise in relation to the problem. likelihood of commitment by team to a solo decision. group support (team) for the organizations objectives. team competence in working together to solve the problem. copyright 2005 south-western. all rights reserved. 1131 the

45、time-driven model exhibit 11-7 source: victor h. vrooms time-driven model reproduced from a model of leadership style, copyright 1998. copyright 2005 south-western. all rights reserved. 1132 transformational leadership transformational leader helps organizations and people make positive changes in t

46、he way they conduct their activities. is closely linked to strategic leadership. is involved in sweeping positive changes. copyright 2005 south-western. all rights reserved. 1133 transformational leadership (contd) transformations: raising peoples level of consciousness. getting people to transcend

47、their self-interests. focusing people on the quest for self-fulfillment. helping to develop a long-range perspective. helping people understand the need for change. investing managers with a sense of urgency. committing to greatness. copyright 2005 south-western. all rights reserved. 1134 dimensions

48、 and corresponding behaviors of transformational leadership vision: communicates a clear and positive vision of the future staff development : treats staff as individuals; supports and encourages their development supportive leadership: gives encouragement and recognition to staff empowerment: foste

49、rs trust, involvement, and cooperation among team members innovative thinking: encourages thinking about problems in new ways and questions assumptions lead by example: is clear about his or her values, and practices what he or she preaches charisma: instills pride and respect in others and inspires

50、 me by being highly competent exhibit 11-8 source: sally a. carless, alexander j. wearing, and leon mann, “a short measure of transformational leadership,” journal of business and psychology, spring 2000, p. 396. copyright 2005 south-western. all rights reserved. 1135 charismatic leadership charisma

51、 the ability to lead others based on personal charm, magnetism, inspiration, and emotion. vcharisma is in the eyes of the beholder. key characteristics of charismatics: they have vision. they are masterful communicators. they inspire trust. they are energetic. they manage their impressions. copyrigh

52、t 2005 south-western. all rights reserved. 1136 360-degree feedback for improving leadership effectiveness 360-degree feedback is a formal evaluation system for use in improving leadership effectiveness. input is in the form of a 360-degree survey of people who work for and with the supervisor. self-ratings are compared to