Bài giảng Organisational behaviour - Chapter 14 Leadership

LeadershipChapter learning objectivesList seven competencies of effective leaders.Describe the people-oriented and task-oriented leadership styles.Outline the path-goal theory of leadership.Discuss the importance of Fiedler’s contingency model of leadership.Contrast transactional and transformational leadership.Describe the four elements of transformational leadership.Identify three reasons why people inflate the importance of leadership.Discuss similarities and differences in the leadership styles of women and men.2 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneThe changing concept of leadershipOur concept of leadership is changing, according to recent studies. ‘Leadership style has gone from an autocratic style to encouraging participation to achieve a common outcome’, explains Wal King, chief executive of Leighton Holdings.Courtesy of Leighton Holdings3 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneCourtesy of Leighton HoldingsWhat is leadership?Leadership is the process of influencing people and providing an environment for them to achieve team or organisational objectives.4 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneLeadershipperspectivesCompetencyperspectiveBehaviourperspectiveContingencyperspectiveRomanceperspectiveTransformationalperspectivePerspectives of leadership5 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneSeven leadership competenciesDriveLeadership motivationIntegrity Self-confidenceIntelligenceKnowledge of the businessEmotional intelligence6 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneLeader behaviour perspectivePeople-oriented behavioursshowing mutual trust and respect concern for employee needsdesire to look out for employee welfareTask-oriented behavioursassign specific tasksensure employees follow rulespush employees to reach peak performance7 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglionePath-goal leadership stylesDirectivetask-oriented behavioursSupportivepeople-oriented behavioursParticipativeencouraging employee involvementAchievement-orientedusing goal setting and positive self-fulfilling prophecy8 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglionePath-goal leadership modelEmployeecontingenciesEnvironmentalcontingenciesLeaderbehavioursDirectiveSupportiveParticipativeAchievement-orientedLeadereffectivenessMotivated employeesSatisfied employeesLeader acceptance9 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneDirective Supportive Participative AchievementEmployeecontingenciesPath-goal contingenciesSkill/experience Low Low High HighLocus of control External External Internal InternalTask structure Non-routine Routine Non-routine ?Team dynamics –ve norms Low cohesion +ve norms ?EnvironmentalcontingenciesDirective Supportive Participative Achievement10 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneOther contingency leadership theoriesSituational leadership model (Hersey/Blanchard)effective leaders vary style with follower ‘readiness’leader styles – telling, selling, participating and delegatingFiedler’s contingency modelleadership style is stable – based on personalitybest style depends on situational control – leader-member relations, task structure, position power11 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneLeadership substitutesConditions that limit a leader’s influence or make a particular leadership style unnecessary.Examples:training and experience replace directive leadershipcohesive team replaces supportive leadershipself-leadership replaces achievement-oriented leadership12 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneTransformational leadership at AESAES looks for people who are both transactional and transformational leaders . ‘We need people who can both lead and manage’, says Dennis W. Bakke, CEO and co-founder of the global power company.Courtesy of AES Corp13 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneCourtesy of AES Corp.Transformational and transactional leadersTransformational leadersleading – changing the organisation to fit the environmentdevelop, communicate, enact a visionTransactional leadersmanaging – linking job performance to rewardsensure employees have necessary resourcesapply contingency leadership theories14 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneTransformationalleadershipCreatinga visionCommunicatingthe visionBuildingcommitmentModellingthe visionTransformational leadership elements15 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneRomanceperspectiveof leadershipAttributingleadershipStereotypingleadershipNeed forsituationalcontrolRomance perspective of leadership16 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneGender issues in leadership Lieutenant-Commander Michelle Miller (right), Australia’s first commanding officer of a Fremantle Class patrol boat, doesn’t think she leads any differently than her male counterparts. ‘I don’t notice any difference but I guess the guys may notice a difference having a female commanding officer’, she says.© L. Williams/Launceston Examiner17 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneGender issues in leadershipMale and female leaders have similar task- and people-oriented leadershipParticipative leadership is used more often by female leadersEvaluating female leaderspast evidence: women rated less favourably than menrecent evidence: women rated more favourably than men© L. Williams/Launceston Examiner18 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneOverview of the next chapterTwo fundamental requirements of organisational structuresFour elements of organisational structureTypes of departmentalisationTeam-based and network organisational structuresContingencies of organisational design19 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and TravaglioneLeadership