McGraw-Hill © 2004 The McGraw-Hill Companies, Inc All rights reserved Chapter 13 Leadership McGraw-Hill © 2004 The McGraw-Hill Companies, Inc All rights reserved Learning Objectives After reading this chapter, you should be able to: z z z z z z Distinguish between management and leadership Recognize how leaders use different power bases to exercise influence Differentiate effective from ineffective leaders Identify and apply the major theories of leadership Identify organizational characteristics that determine the need for and importance of leadership Strengthen the values and ethics of an organization through leadership McGraw-Hill © 2004 The McGraw-Hill Companies, Inc All rights reserved What Makes A Leader Effective? z z z z McGraw-Hill Ability to influence other people Has a vision – ideas or objectives that clarify to others where they should be headed “Sells” the vision by articulating it in a compelling and persuasive manner Encourages followers to establish appropriate implementation activities to support the accomplishment of the vision © 2004 The McGraw-Hill Companies, Inc All rights reserved Compare Leadership M anagem ent Contrast McGraw-Hill © 2004 The McGraw-Hill Companies, Inc All rights reserved Practices Associated with Leadership by Managers zz zz zz zz zz zz zz zz Planning Planningand andorganizing organizing Problem Problemsolving solving Clarifying Clarifying Informing Informing zz zz zz Monitoring Monitoring Motivating Motivating zz Consulting Consulting Recognizing Recognizing zz McGraw-Hill zz Supporting Supporting Managingconflict conflictand and Managing teambuilding building team Networking Networking Delegating Delegating Developingand andmentoring mentoring Developing Rewarding Rewarding © 2004 The McGraw-Hill Companies, Inc All rights reserved Power C oercive Pow er R ew ard Pow er ExpertPow er McGraw-Hill Legitim ate Pow er R eferent Pow er © 2004 The McGraw-Hill Companies, Inc All rights reserved Leadership: Traditional Explanations Person-based Theories SituationalTheories D ispersed Theories Exchange Theories McGraw-Hill © 2004 The McGraw-Hill Companies, Inc All rights reserved Trait Theory ““Can-Do” Can-Do” Attitude Attitude Honesty Honesty and and Integrity Integrity Intelligence Intelligence McGraw-Hill Desire Desire to to Lead Lead Self SelfConfidence Confidence Ambition Ambition and and Energy Energy © 2004 The McGraw-Hill Companies, Inc All rights reserved Behavioral Theories Initiating Structure O hio State C onsideration U niversity of M ichigan McGraw-Hill Em ployee -O rientation oyeeProduction-O rientation © 2004 The McGraw-Hill Companies, Inc All rights reserved .. .Chapter 13 Leadership McGraw-Hill © 2004 The McGraw-Hill Companies, Inc All rights reserved Learning Objectives After reading this chapter, you should be able to:... 2004 The McGraw-Hill Companies, Inc All rights reserved Practices Associated with Leadership by Managers zz zz zz zz zz zz zz zz Planning Planningand andorganizing organizing Problem Problemsolving