Professional Documents
Culture Documents
Leading in a
Dynamic Environment
Pamela S. Lewis
Stephen H. Goodman
Patricia M. Fandt
Copyright 2004 by South-Western, a division of Thomson Learning.
All rights reserved.
Slides Prepared by
Zulema Seguel
Learning Objectives
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Learning Objectives
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Leader-Centered Approaches
Leader-centered approaches focus on
traits, leader behaviors, and power.
They include:
Trait focus
Behavior focus
Power focus
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Motivation
Especially power.
Conceptual ability
Business knowledge
Copyright 2004 by South-Western, a division of Thomson Learning. All rights reserved.
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Leader-Centered Approaches
Leader-centered approaches focus on
traits, leader behaviors, and power.
They include:
Trait focus
Behavior focus
Power focus
Copyright 2004 by South-Western, a division of Thomson Learning. All rights reserved.
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Behavior Focus
Examines what effective leaders do rather than
what effective leaders are.
Behavioral models define a leaders effectiveness
based on two orientations:
Task orientation: Setting performance goals,
planning and scheduling work, coordinating
activities, giving directions, setting standards,
providing resources, and supervising performance.
Relations orientation: Behavior that shows
empathy for concerns and feelings, supportive of
needs, showing trust, and similar attributes.
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Leadership Behaviors
Effective leaders use a range
of behaviors.
These behaviors can be
learned.
An important characteristic
of effective leaders is their
ability change and adapt to
organizational settings in
which they manage.
Copyright 2004 by South-Western, a division of Thomson Learning. All rights reserved.
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Leader-Centered Approaches
Leader-centered approaches focus on
traits, leader behaviors, and power.
They include:
Trait focus
Behavior focus
Power focus
Copyright 2004 by South-Western, a division of Thomson Learning. All rights reserved.
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Power Focus
Power
The ability to use human, informational, or
material resources to get something done.
The ability to get results.
Authority
The officially sanctioned right to get
something done.
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Personal power
Power derived from the interpersonal
relationships between leaders and followers.
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Position Power
Legitimate power
Stems from formal authority.
Coercive power
The power to discipline, punish
and withhold rewards.
Reward power
Control over tangible benefits such as a promotion,
a better job, a better work schedule, a larger
operating budget, and increased expense account.
Information power
Control over information.
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Personal Power
Expert power
The power influence another person because
of expert knowledge and competence.
Referent power
The ability to influence others based on
personal liking, charisma and reputation.
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Power Orientation
Personalized Power Orientation
Associated with a strong need for
esteem and status; power is often
used impulsively.
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Follower-Centered Approaches
Leader-centered approaches are used to
identify traits of behaviors leaders use to be
effective but is focused only on the leader in
isolation.
Self-leadership focus: Sometimes referred
to as followership, is a paradigm founded on
creating an organization of leaders who are
ready to lead themselves.
Leadership substitutes: Variables such as
individual, task and organizational
characteristics.
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Characteristics of Self-Leaders
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Characteristics of Self-Leaders
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Leadership Substitutes
Variables such as individual, task, and
organizational characteristics that tend to
outweigh the leaders ability to affect
subordinate satisfaction and performance.
These are known as neutralizers.
A neutralizers is a condition that counteracts
leader behavior and/or prevents the leader
from having an effect on a follower or a
specific situation.
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Leadership Substitutes
Individual
Characteristics
Experience
Training
Ability
Professional
orientation
Indifference to
organizational
rewards
Task
Characteristics
Organizational
Characteristics
Degree of intrinsic
satisfaction
Degree of
repetitiveness
Degree of structure
or feedback
Degree of formality
Degree of flexibility
Amount of
cohesiveness
Independence of
reward structure
Degree of spatial
distance from
manager
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Interactive Approaches
Another method of examining leadership
effectiveness is to look at how leaders
interact with their followers.
The three approaches covered:
Situational leadership model
Empowerment
Transformational leadership
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Empowerment
The interaction of the leader
giving away or sharing power
with those who use it to become
involved and committed to
independent, high-quality
performance.
Successful empowerment means
that everyone has been
convinced that he or she makes a
difference to the success of the
organization.
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Transformational Leadership
A leaders ability to influence employees to
achieve more than was originally expected, or
thought possible.
Transformational leaders are able to generate
feelings of trust, admiration, loyalty and respect
from followers.
There are four primary dimensions:
Idealized influence
Inspirational motivation
Intellectual stimulation
Individualized considerations
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Primary Dimensions
of Transformational Leadership
Dimension
Leaders Behavior
Acts as mentor
Individual
Is attentive to
Consideration achievement and
growth needs
Intellectual
Stimulation
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Followers Behavior
Is motivated
Feels valued
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Primary Dimensions
of Transformational Leadership
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Dimension
Leaders Behavior
Followers Behavior
Inspirational
Motivation
Provides meaning
and challenge
through pro-social,
collective action.
Is motivated by team
spirit
Enthusiastic
Optimistic
Idealized
Influence
Shares risks
Is considerate of
others over own
needs
Is ethical and moral
Shows admiration
Respect
Trust
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Competence
Leaders need to have knowledge about how
organizations work.
They need to know how to develop a vision and
mission that not only is correct for the industry but
one that also is inspiring to the people in the
organization.
They need to know how to analyze financial
statements and how to make sure the organization
does achieve its strategy.
Leaders need to know how to interact with people.
They need to know how to communicate well and
understand what influences people.
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Character
Character refers to the leadership values
and behaviors that are essential for an
organization to achieve its mission.
Trust
Commitment
Followership
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Community
The result of competency and character will be a
vibrant, healthy community within the
organization
The concept of community applied outside of
the organization will build strong positive ties
between the organization and its external
community.
Customers
Employees
Overall healthy economic conditions
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Women as Leaders
The number of women in
leadership positions has
increased steadily since 1970.
Women are 51 percent of the
population but occupy only
slightly over 25 percent of the
supervisory positions in U.S.
industry.
Women occupy just 11 percent
of senior executive positions in
Fortune 500 companies.
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Know yourself.
Be a role model.
Learn to communicate with your ears open and
your mouth shut.
Know your team and be a team player.
Be honest with yourself as well as to others.
Do not avoid risks.
Believe in yourself.
Take the offense rather than the defense.
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