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Chapter 12

Maricar L. Puno
BSHRM 3A
THE NATURE OF LEADERSHIP
 LEADERSHIP- it is a term that is often used in everyday conversation,
you might assume that it has a common and accepted meaning. In
fact just the opposite true like several other key organizational
behavior term such as personality and motivation.
THE MEANING OF LEADERSHIP
 We will define leadership in terms of both process and
property, as a process leadership is the use of non-coercive
influence to direct and coordinate the activities of group
members to meet a goal.
LEADERSHIP VERSUS
MANAGEMENT
 Leadership and management are related but they are not
the same. A person can be manager a leader both or neither
some of the basic distinctions between the two
KOTTERS DISTINCTION BETWEEN
MANAGEMENT AND LEADERSHIP
Activity Management Leadership
Creating an Agenda Planning and Budgeting Establishing direction
Establishing detailed developing vision of the
steps and timetables for future
achieving needed results.

Developing a human Organizing and staffing Aligning people


network for achieving the establishing communicating the
agenda direction by words and
deeds

Executing plan Controlling solving Motivating and inspiring


problem

Outcomes Produces a degree of Produces charge often to a


predictability dramatic degree
EARLY APPROACHES TO
LEADERSHIP
 Although leaders and leadership have profoundly influenced
the course of human events , careful scientific study of
them began only about a century ago. Early studies focused
on the traits, or personal characteristics of leaders
TRAIT APPROACHES
 Lincoln, Napoleon, Joan of arc, Hitler and Gandhi are names
that most of us know quite well early researchers believed
that leaders such as these had some unique set of qualities
or traits that distinguish them from their peers.
BEHAVIORAL APPROACHES TO
LEADERSHIP
In the late 1940s most researchers began to shift away from
the traits approach and started to look at leadership as an
observable to process or activity.

 Michigan Studies
 Ohio State Studies
 Leadership Grid
THE MICHIGAN STUDIES
 The Michigan studies leadership studies were a program of
research conducted at the university of Michigan. The goal
of this work was to determine the patterns of leadership
behaviors that results in effective group performance.
 LEADERSHIP GRID
Provides a means for evaluating leadership styles and
then training managers to move toward an ideal style of
behavior

 THE EMERGENCE SITUATIONAL LEADERSHIP


MODELS
The leader- behavior theories have played an
importantant role in the development of more realistic,
albeit more complex approaches to leadership.in
particular urge us not to be so preoccupied with what
properties may be possessed by leaders but to instead
concentrate on that leaders actually to do.
THE LPC THEORY OF LEADERSHIP
 “Least-preferred coworker “ by Fred Fiedler
 Contingency theory of leadership
Situation Favorableness
1. Task Structure: This refers to the type of task you're doing:
clear and structured, or vague and unstructured.
Unstructured tasks, or tasks where the team and leader have
little knowledge of how to achieve them, are viewed
unfavorably
2. Leader-Member Relations: This is the level of trust and
confidence that your team has in you. A leader who is more
trusted and has more influence with the group is in a more
favorable situation than a leader who is not trusted.
3. Leader's Position Power: This is the amount of power you
have to direct the group, and provide reward or punishment.
The more power you have, the more favorable your situation.
VROOMS DECISION TREE
APPROACH TO LEADERSHIP
The third major contemporary approach to leadership is vroomS
decision tree approach. The earliest version of this model was
proposed by victor vroom and Philip yetton and latter revised and
expanded by vroom and Arthur jago.

 BASIC PREMISES Vrooms decision tree approach assumes


that the degree to which subordinates should be encouraged to
participate in decision making depends on the characteristic of
the situation

 EVALUATION AND IMPLICATIONS Because Vrooms current


approach is lelatively new it has not been fully scientifically
tested. The original model and its subsequent refinement
however attracted a great deal of attention and were generally
supported by research.

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