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Chapter 1 Part One: Individuals As Leaders Who Is a Leader and What Skills Do Leaders Need? © 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 1-1 Learning Outcomes 1) Briefly describe the five key elements of leadership. 2) Identify and define the managerial leadership skills. 3) Explain the interrelationships among the levels of leadership analysis. 4) Describe the major similarity and difference between the trait and behavioral leadership theories, and the interrelationships between them and contingency theories. © 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 1-2 Leadership Described • Why leadership development is important. > Leadership is a key issue in management. > Organizations invest heavily in leadership development. > Viewed as a competitive advantage. > Critics state that new graduates lack the skills to lead people. © 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 1-3 Why Study Leadership? • Leadership applies to your professional life. > The need for good leadership skills in management is self-evident. > The old work place (managers telling employees what to do) is gone. > Today, employees want to be involved in management and share in decision-making. • Leadership applies to your personal life. > You interact with others every day. © 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 1-4 Discussion Questions • Should leadership be the manager’s job, or should leadership be a shared process? • Are you interested in sharing leadership, or do you prefer to be a follower? © 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 1-5 Need for Self-Assessment • “Know Thyself” or self-awareness is leadership’s first commandment. • So, the first step to leadership development is self-awareness of leadership competencies. © 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 1-6 Exhibit 1.1 Leadership Definition Key Leadership is the influencing process of leaders and followers to achieve organizational objectives through change. © 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 1-7 Leaders-Followers • Leadership is shared. > The influencing process happens between leaders and followers. • Organizations and managers or employees. > Context here is a formal, organizational setting. • Managers or leaders and followers? > A manager is a person with title and authority. > A leader does not have to be a manager. > Followers are people influenced by a leader. © 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 1-8 Influence Influencing is the process of a leader communicating ideas, gaining acceptance of them, and motivating followers to support and implement the ideas through change. > The essence of leadership is influencing. > Your ability to influence others can be developed. > Leaders gain the commitment of followers willing to be influenced as they share leadership. © 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 1-9 Objectives, Change and People • Organizational Objectives. > Effective leaders influence followers to accomplish shared objectives. • Change. > Influencing and setting objectives is about change. • People. > Leadership is about leading people through relationships. © 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 1 - 10 Leadership Skills • Are leaders born or made? > Both, they are born with some leadership ability and then develop that ability. • Can leadership be taught and skills developed? > Yes, research supports that leadership is learnable as people develop their knowledge, skills, and ability (KSAs). © 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 1 - 11 Exhibit 1.2 Management Skills Decision Making Skills are based on the ability to conceptualize situations and select alternatives to solve problems and take advantage of opportunities. Technical Skills involve the ability to use methods and techniques to perform a task. Interpersonal Skills involve the ability to understand, communicate and work well with individuals and groups through developing effective relationships. © 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 1 - 12 Discussion Question • Some say the hard skills (e.g., finance, quantitative analysis) are more important for managers than soft skills (e.g., interpersonal skills), and some say the opposite is true. > What is your view? © 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 1 - 13 Needed Skills and Management Level The need for each skill varies based on the level of management. > Top-level managers have a greater need for interpersonal and decision-making skills. > Middle managers have a balanced need for all three skills. > First-level managers have a greater need for technical and interpersonal skills. © 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 1 - 14 Levels of Analysis of Leadership Theory The three levels of analysis of leadership theory are individual, group, and organizational. > Individual level of analysis. o Also called the dyadic process – focus on leaders’ relationships with individual followers. > Group level of analysis. o Also called group process – focuses on how a leader contributes to group effectiveness. > Organizational level of analysis. o The organizational process focuses on the organization. © 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 1 - 15 Exhibit 1.4 Interrelationships among the Levels of Analysis of Leadership Theory The group side supports the organizational side, productive groups means productive individuals and organizations. Working for a winning organization tends to motivate individuals to perform at their best to stay on top. The individual is at the bottom because group and organizational performance are based on individual performance. © 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 1 - 16 Leadership Theory Paradigms • Leadership theory: > is an explanation of some aspect of leadership; theories have practical value because they are used to better understand, predict, and control successful leadership. • Leadership theory classifications: > include trait, behavioral, contingency, and integrative. • Leadership paradigm: > is a shared mindset that represents a fundamental way of thinking about, perceiving, studying, researching, and understanding leadership. © 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 1 - 17 Trait Leadership trait theories attempt to explain distinctive characteristics accounting for leadership effectiveness. Behavioral Behavioral leadership theories attempt to explain distinctive styles used by effective leaders, or to define the nature of their work. © 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 1 - 18 Trait Behavioral Contingency Contingency leadership theories attempt to explain the appropriate leadership style based on the leader, followers, and situation. © 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 1 - 19 Integrative leadership theories attempt to combine the trait, behavioral, and contingency theories to explain successful, influencing leader-follower relationships. Contingency Trait Behavioral © 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 1 - 20 From the Management to the Leadership Theory Paradigm • The old command-and-control model of management no longer works. • Today, managers must be able to lead as well as manage. • Moving from the management to the leadership theory paradigm is a shift from the older autocratic management style to the newer participative leadership style of management. © 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 1 - 21 Exhibit 1.5 Three-Pronged Approach: Features of the Book Objectives of this book: • To teach you the theory and concepts of leadership. • To develop your ability to apply leadership theory through critical thinking. • To develop your leadership skills in your personal and professional life. © 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 1 - 22 Application of Leadership Theory • Students need to learn to think critically. • A common criticism of management education is the focus on theory but not on application of theory to practice. • Thus, students lack the ability to apply knowledge. • Students need to be given the opportunity to practice applying what they learn. © 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 1 - 23 Discussion Question • Is leadership ability universal, or is a good leader in one environment also effective in another? > For example, can a leader in one industry (a hospital) be successful in another industry (a bank)? © 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 1 - 24 Exhibit 1.6 Organization of the Book © 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 1 - 25 Key Terms • behavioral leadership theories • contingency leadership theories • decisional leadership roles • decision-making skills • evidence-based management (EBM) • influencing • informational leadership roles • integrative leadership theories • interpersonal leadership roles • interpersonal skills • • • • • • • • • leadership leadership paradigm leadership theory leadership theory classifications leadership trait theories levels of analysis of leadership theory management to the leadership theory paradigm managerial role categories technical skills © 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 1 - 26