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LEADERSHIP: ng 2d Edition c om Theory, Application, Skill Development ng th an co Robert N Lussier and Christopher F Achua du o This presentation edited and enhanced by: George W Crawford cu u Asst Prof of Mgmt Clayton College & State University Morrow, GA 30260 georgecrawford@mail.clayton.edu Copyright ©2004 by South-Western, division of Thomson Learning All rights reserved CuuDuongThanCong.com 1-1 https://fb.com/tailieudientucntt .c om th an co ng Chapter cu u du o ng Who Is A Leader? 1-2 Copyright ©2004 by South-Western, a division of Thomson Learning All rights reserved CuuDuongThanCong.com https://fb.com/tailieudientucntt .c om Chapter Learning Outcomes cu u du o ng th an co ng • key elements of leadership • 10 managerial roles • Levels of leadership analysis interrelationship • Behavioral leadership theories • Trait & behavioral leadership theories and contingency theories 1-3 Copyright ©2004 by South-Western, a division of Thomson Learning All rights reserved CuuDuongThanCong.com https://fb.com/tailieudientucntt .c om Why Leadership is Important cu u du o ng th an co ng • For crisis situations • For organizational performance • For employee job satisfaction ã For successful management 1-4 Copyright â2004 by South-Western, a division of Thomson Learning All rights reserved CuuDuongThanCong.com https://fb.com/tailieudientucntt cu u du o ng th an co ng c om Leadership is the influencing process of leaders and followers to achieve organizational objectives through change 1-5 Copyright ©2004 by South-Western, a division of Thomson Learning All rights reserved CuuDuongThanCong.com https://fb.com/tailieudientucntt Influence cu u du o ng th an co ng c om • Is the process of a leader communicating ideas, gaining acceptance of them, and motivating followers to support and implement the ideas through change • Is the essence of leadership 1-6 Copyright ©2004 by South-Western, a division of Thomson Learning All rights reserved CuuDuongThanCong.com https://fb.com/tailieudientucntt .c om Effective Leaders cu u du o ng th an co ng • Share leadership responsibilities through coleadership • Teach leadership skills to subordinates • Influence followers to support organizational interests 1-7 Copyright ©2004 by South-Western, a division of Thomson Learning All rights reserved CuuDuongThanCong.com https://fb.com/tailieudientucntt .c om Effective Leaders cu u du o ng th an co ng • Set objectives • Influence change for continual improvement • Can work with people 1-8 Copyright ©2004 by South-Western, a division of Thomson Learning All rights reserved CuuDuongThanCong.com https://fb.com/tailieudientucntt ng c om Key Elements of Leadership du o Leadership Organizational Objectives cu u LeadersFollowers ng th an co Influence Change People 1-9 Copyright ©2004 by South-Western, a division of Thomson Learning All rights reserved CuuDuongThanCong.com https://fb.com/tailieudientucntt Managerial Roles c om Figurehead Leader Liaison u du o th ng Informational an co ng Interpersonal cu Decisional Monitor Disseminator Spokesperson Entrepreneur Disturbance-handler Resource-allocator 10 Negotiator 1-10 Copyright ©2004 by South-Western, a division of Thomson Learning All rights reserved CuuDuongThanCong.com https://fb.com/tailieudientucntt Leadership Trait Theories cu u du o ng th an co ng c om Attempt to explain distinctive characteristics accounting for leadership effectiveness to identify a set of traits that all successful leaders possess 1-16 Copyright ©2004 by South-Western, a division of Thomson Learning All rights reserved CuuDuongThanCong.com https://fb.com/tailieudientucntt cu u du o ng th an co ng Attempt to explain distinctive styles used by effective leaders, or to define the nature of their work c om Behavioral Leadership Theories 1-17 Copyright ©2004 by South-Western, a division of Thomson Learning All rights reserved CuuDuongThanCong.com https://fb.com/tailieudientucntt Contingency Leadership Theories cu u du o ng th an co ng c om Attempt to explain the appropriate leadership style based on the leader, followers, and situation 1-18 Copyright ©2004 by South-Western, a division of Thomson Learning All rights reserved CuuDuongThanCong.com https://fb.com/tailieudientucntt .c om Integrative Leadership Theories cu u du o ng th an co ng Attempt to combine the trait, behavioral, and contingency theories to explain successful, influencing leader-follower relationships 1-19 Copyright ©2004 by South-Western, a division of Thomson Learning All rights reserved CuuDuongThanCong.com https://fb.com/tailieudientucntt cu u du o ng th an co ng c om Paradigm Has Shifted From Management to Leadership! 1-20 Copyright ©2004 by South-Western, a division of Thomson Learning All rights reserved CuuDuongThanCong.com https://fb.com/tailieudientucntt Leaders vs Managers u du o ng • • • • • • • Innovate Develop Inspire Long-term view Ask “what & why” Originate Challenge status quo • Do the right things 1-21 ng co an th Administer Maintain Control Short-term view Ask “how & when” Imitate Accept status quo Do things right cu • • • • • • • • Leaders c om Managers Copyright ©2004 by South-Western, a division of Thomson Learning All rights reserved CuuDuongThanCong.com https://fb.com/tailieudientucntt .c om Discussion Question #1 cu u du o ng th an co ng What is the difference between peer-leadership and coleadership? Copyright ©2004 by South-Western, a division of Thomson Learning All rights reserved CuuDuongThanCong.com https://fb.com/tailieudientucntt .c om Discussion Question #2 cu u du o ng th an co ng Do you agree that, in general, mean or tough bosses are not successful leaders? Copyright ©2004 by South-Western, a division of Thomson Learning All rights reserved CuuDuongThanCong.com https://fb.com/tailieudientucntt .c om Discussion Question #3 cu u du o ng th an co ng Are leaders born or made? Copyright ©2004 by South-Western, a division of Thomson Learning All rights reserved CuuDuongThanCong.com https://fb.com/tailieudientucntt .c om Discussion Question #4 cu u du o ng th an co ng Why does the leadership role pervade all management behavior? Copyright ©2004 by South-Western, a division of Thomson Learning All rights reserved CuuDuongThanCong.com https://fb.com/tailieudientucntt .c om Discussion Question #5 cu u du o ng th an co ng How is the monitor role related to the disseminator and spokesperson roles? Copyright ©2004 by South-Western, a division of Thomson Learning All rights reserved CuuDuongThanCong.com https://fb.com/tailieudientucntt .c om Discussion Question #6 cu u du o ng th an co ng What is the key difference between the entrepreneur and disturbance-handler role? Copyright ©2004 by South-Western, a division of Thomson Learning All rights reserved CuuDuongThanCong.com https://fb.com/tailieudientucntt .c om Discussion Question #7 cu u du o ng th an co ng Do you agree with the interrelationship, and triangle analogy, of the levels of leadership analysis? Copyright ©2004 by South-Western, a division of Thomson Learning All rights reserved CuuDuongThanCong.com https://fb.com/tailieudientucntt .c om Discussion Question #8 cu u du o ng th an co ng How can the shift in paradigm from management to leadership possibly help-and hurtthe management profession? Copyright ©2004 by South-Western, a division of Thomson Learning All rights reserved CuuDuongThanCong.com https://fb.com/tailieudientucntt .c om Discussion Question #9 cu u du o ng th an co ng Can a person develop critical-thinking skills of applying the leadership theory and develop leadership skills without understanding the leadership theory? Copyright ©2004 by South-Western, a division of Thomson Learning All rights reserved CuuDuongThanCong.com https://fb.com/tailieudientucntt ... om Chapter Learning Outcomes cu u du o ng th an co ng • key elements of leadership • 10 managerial roles • Levels of leadership analysis interrelationship • Behavioral leadership theories • Trait... reserved CuuDuongThanCong. com https://fb .com/ tailieudientucntt Managerial Roles c om Figurehead Leader Liaison u du o th ng Informational an co ng Interpersonal cu Decisional Monitor Disseminator... th an co ng c om • Is the process of a leader communicating ideas, gaining acceptance of them, and motivating followers to support and implement the ideas through change • Is the essence of leadership