Why does understanding leadership matter to you? | Igor Roitburg

Why does understanding leadership ma er to you?

tt

IGOR ROITBURG

LEARNING OBJECTIVES A er reading this chapter, you should be able to: 1.

De ne leadership and dis nguish it from management.

2.

Summarize early approaches to the study of leadership.

3.

Discuss the concept of situa onal approaches to leadership.

4.

Describe transforma onal and charisma c perspec ves on leadership.

ti

fi

ft

2

A er reading this chapter, you should be able to:

5. Iden fy and discuss leadership subs tutes and neutralizers. 1.

Discuss leaders as coaches and examine gender and cross-cultural issues in leadership.

2.

Describe strategic leadership, ethical leadership, and virtual leadership.

3.

Relate leadership to decision making and discuss both ra onal and behavioral perspec ves on decision making ti

ti

3 ft

L E A R N I N G O B J E C T I V E S (cont.)

What’s in It for Me? •

Why does understanding leadership ma er to you? –

By mastering the material in this chapter, you’ll bene t in two ways: 1.

You’ll be er understand how you can more e ec vely func on as a leader

2.

You’ll have more insight into how your manager or boss strives to mo vate you through his or her own leadership

tt

ti

ff

ti

tt

fi

ti

4

The Nature of Leadership •

What Is Leadership? – Processes and behaviors used by someone, such as a manager, to mo vate, inspire, and in uence the behaviors of others.

1. Are Leadership and Management the Same? – No. A person can be a manager, a leader, both, or neither.

fl

ti

5

Early Approaches to Leadership •

Trait Approach –

Focused on iden fying essen al leadership traits 1. 2.

Intelligence, dominance, self-con dence, energy, ac vity (versus passivity), and knowledge about the job Physical traits (height, body shape, handwri ng)

– –

Yielded inconsistent results Recent research has focused on a limited set of traits • Emo onal intelligence, mental intelligence, drive, mo va on, honesty and integrity, self-con dence, knowledge of the business, and charisma

ti

fi

ti

6

Early Approaches to Leadership (cont.) •

Behavioral Approaches to Leadership –

Focused on the behaviors of e ec ve versus ine ec ve leaders – Assumed behaviors of e ec ve leaders would be the same across all situa ons 1. Task-focused leader behaviors related to increasing the performance of employees Employee-focused leader behaviors related to job • sa sfac on, mo va on, and well-being of employees

ti

ff

ti

ff

ti

ff

ti

7

The Situa onal Approach to Leadership •

Situa onal Approach –

Assumes that appropriate leader behavior varies from one situa on to another Con nuum of leadership behavior

–

1. Considers characteris cs of the leader, subordinates, and the situa on

ti

8

Leadership Through the Eyes of Followers Transforma onal Leadership

•

– Set of abili es that allows a leader to recognize the need for change, to create a vision to guide change, and to execute the change

1.

Transac onal Leadership

– Basic management involving rou ne, regimented ac vi es (leading during a period of stability)

ti

9

Leadership Through the Eyes of Followers (cont.) •

Charisma – A form of interpersonal a rac on that inspires support and acceptance

1.

Charisma c Leadership

–

In uence based on the leader’s personal charisma

ti

tt

ti

fl

10

Special Issues in Leadership Leadership Subs tutes

•

– Individual, task, and organiza onal characteris cs that tend to outweigh the need for a leader

1.

Leadership Neutralizers

–

Factors that cause leadership behaviors to be ine ec ve • • •

Cohesive groups Elements of the job Organiza onal factors

ti

ff

11

The Changing Nature of Leadership Leader as Coach

• –

From direc ve overseer to mentor

1.

Gender

– Understanding the di erences and dynamics in the approaches of women and men to leadership

•

Cross-Cultural Leadership – E ects of an individual’s na ve culture on his or her approach to leadership when func oning in another culture

ti

ff

ti

ff

12

Emerging Issues in Leadership •

Strategic Leadership –

Leader’s ability to understand the complexi es of the organiza on and its environment and lead change to enhance organiza onal compe veness

1.

Ethical Leadership

–

Leader’s ability to maintain high ethical standards for personal conduct, unfailingly exhibit ethical behavior, and hold others to the same standards

•

Virtual Leadership – Leading through e ec ve communica on and maintaining collabora ve rela onships at a distance

ti

ff

ti

13

Leadership, Management, and Decision Making •

Ra onal decision making – – – – – –

Recognizing and de ning the decision situa on Iden fying alterna ves Evalua ng alterna ves Selec ng the best alterna ve Implemen ng the chosen alterna ve Following up and evalua ng the results

ti

fi

ti

14

Behavioral Aspects of Decision Making

•

Poli cal Forces in Decision Making –

Coali on: An informal alliance of individuals or groups formed to achieve a common goal

•

Intui on – An innate belief about something, o en without conscious considera on

•

Escala on of Commitment – Staying with a chosen course of ac on, even when it appears to have been wrong

•

Risk Propensity –

The extent to which a decision maker is willing to gamble when making a decision

ft

ti

15

Key Terms behavioral approach to leadership charisma c leadership coali on decision making employee-focused leader behavior escala on of commitment ethical leadership intui on leadership

leadership neutralizers leadership subs tutes risk propensity situa onal approach to leadership strategic leadership task-focused leader behavior trait approach to leadership transac onal leadership transforma onal leadership virtual leadership

ti

16

THANK YOU

Turn static files into dynamic content formats.

Create a flipbook