1 ASPECTOS TRIBUTÁRIOS Prentice Hall. 2 O SISTEMA TRIBUTÁRIO NACIONAL Prentice Hall.
© Prentice Hall, 2002 15 - 1 Modern Management 9 th edition.
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Transcript of © Prentice Hall, 2002 15 - 1 Modern Management 9 th edition.
© Prentice Hall, 2002 15 - 1
Modern Management9th edition
.
© Prentice Hall, 2002 15 - 2
Objectives
• A working definition of leadership
• An understanding of the relationship between leading and managing
• An appreciation for the trait and situational approaches to leadership
• Insights into using leadership theories that emphasize decision-making situations
• Insights into using leadership theories that emphasize more general organizational situations
• An understanding of alternatives to leader flexibility
• An appreciation of emerging leader styles and leadership issues of today
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© Prentice Hall, 2002 15 - 3
DEFINING LEADERSHIP
Leader Versus Manager
A manager makes sure that job gets done
A leader cares about and focuses on people who do job
To combine management and leadership requires:
Demonstrating calculated and logical focus
Genuine concern for workers as people
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© Prentice Hall, 2002 15 - 4
DEFINING LEADERSHIP
Figure 15.1The most effective managers over the long term are also leaders
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© Prentice Hall, 2002 15 - 5
THE TRAIT APPROACH TO LEADERSHIP
Leaders are born not made
Early study summarized these traits for successful leaders:
1. Intelligence, including judgment and verbal ability
2. Past achievement in scholarship and athletics
3. Emotional maturity and stability
4. Dependability, persistence, and drive for continuing achievement
5. The skill to participate socially and adapt to various groups
6. A desire for status and socioeconomic position
Leaders are made not born
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© Prentice Hall, 2002 15 - 6
THE SITUATIONAL APPROACH TO LEADERSHIP: A FOCUS ON LEADER BEHAVIOR
SL = f ( L, F, S )
where
SL is successful leadership
f stands for function of
L, F, and S are
Leader
Follower
Situation.
© Prentice Hall, 2002 15 - 7
THE SITUATIONAL APPROACH TO LEADERSHIP: A FOCUS ON LEADER BEHAVIOR
Leadership Situations and Decisions
The Tannenbaum and Schmidt Leadership Continuum1. The manager makes the decision and announces it
(a) identifies problem(b) analyzes alternatives(c) chooses alternative(d) requires followers to implement alternative
2. The manager “sells” the decision
3. The manager presents ideas and invites questions
4. The manager presents a tentative decision that is subject to change
5. The manager presents the problem, gets suggestions, and then makes the decision
6. The manager defines the limits and asks the group to make a decision
7. The manager permits the group to make decisions within prescribed limits
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© Prentice Hall, 2002 15 - 8
THE SITUATIONAL APPROACH TO LEADERSHIP: A FOCUS ON LEADER BEHAVIOR
Figure 15.2Continuum of leadership behavior that emphasizes decision making
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© Prentice Hall, 2002 15 - 9
THE SITUATIONAL APPROACH TO LEADERSHIP: A FOCUS ON LEADER BEHAVIOR
Leadership Situations and Decisions (con’t)Determining How to Make Decisions as a Leader
1. Forces in the Manager•Manager’s values •Personal leadership
strengths•Level of confidence in subordinates •Tolerance for ambiguity
2. Forces in Subordinates•High need for independence
•Readiness for decision making•High tolerance for ambiguity•Interest in problem and solving it•Understand and identify with organization’s goals•Necessary knowledge and experience to deal with problem•Expect to share in decision making
3. Forces in the Situation•Type of organization leader works •Problem to be solved
•Effectiveness of group •Time available to make a decision
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© Prentice Hall, 2002 15 - 10
THE SITUATIONAL APPROACH TO LEADERSHIP: A FOCUS ON LEADER BEHAVIOR
Leadership Situations and Decisions (con’t)
Determining How to Make Decisions as a Leader: An UpdateAffirmative actionPollution control
The Vroom-Yetton-Jago Model1. Organizational decisions should be of high quality2. Subordinates should accept and be committed to decisions that are made
Decision StylesAutocraticConsultativeGroup-focused
Using the ModelLeader starts at left of decision tree stating organizational problemLeader asks questions determined by tree until arriving at decision style at right
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© Prentice Hall, 2002 15 - 11
THE SITUATIONAL APPROACH TO LEADERSHIP: A FOCUS ON LEADER BEHAVIOR
Figure 15.3The five decision styles available to a leaderaccording to the Vroom-Yetton-Jago Model
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© Prentice Hall, 2002 15 - 12
THE SITUATIONAL APPROACH TO LEADERSHIP: A FOCUS ON LEADER BEHAVIOR
Figure 15.4The Vroom-Yetton-Jago Model
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© Prentice Hall, 2002 15 - 13
THE SITUATIONAL APPROACH TO LEADERSHIP: A FOCUS ON LEADER BEHAVIOR
Leadership BehaviorsThe OSU Studies
Structure behaviorConsideration behaviorLeadership Style
The Michigan StudiesJob-Centered Behavior
Employee-Centered Behavior
Effectiveness of Various Leadership StylesComparing Styles
The Hersey-Blanchard Life Cycle Theory of LeadershipMaturity
The Life Cycle ModelExceptions to the ModelApplying Life Cycle Theory
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© Prentice Hall, 2002 15 - 14
THE SITUATIONAL APPROACH TO LEADERSHIP: A FOCUS ON LEADER BEHAVIOR
Figure 15.5Four fundamental leadership styles based onstructure behavior and consideration behavior
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© Prentice Hall, 2002 15 - 15
THE SITUATIONAL APPROACH TO LEADERSHIP: A FOCUS ON LEADER BEHAVIOR
Figure 15.6The life cycle theory of leadership model
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© Prentice Hall, 2002 15 - 16
THE SITUATIONAL APPROACH TO LEADERSHIP: A FOCUS ON LEADER BEHAVIOR
Leadership Behaviors (con’t)Fiedler’s Contingency Theory
Changing the Organization to Fit the LeaderLeader–member relations
Task structurePosition power
Fiedler's suggestions for actions to modify the leadership situation:1. Change the individual’s task assignment
2. Change the leader’s position power3. Change the leader–member relations in this group
The Path-Goal Theory of LeadershipLeadership Behavior
1. Directive behavior2. Supportive behavior3. Participative behavior4. Achievement behavior
Adapting Behavior to Situations.
© Prentice Hall, 2002 15 - 17
THE SITUATIONAL APPROACH TO LEADERSHIP: A FOCUS ON LEADER BEHAVIOR
Table 15.1Eight Combinations, or Octants, of Three Factors:
Leader-Member Relations, Task Structure, and Leader Position Power
Octant Leader–Member Relations Task Structure Leader Position PowerI Good High StrongII Good High WeakIII Good Weak StrongIV Good Weak WeakV Moderately poor High StrongVI Moderately poor High WeakVII Moderately poor Weak StrongVIII Moderately poor Weak Weak
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© Prentice Hall, 2002 15 - 18
THE SITUATIONAL APPROACH TO LEADERSHIP: A FOCUS ON LEADER BEHAVIOR
Figure 15.7How effective leadership style varies with Fiedler’s eight octants
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© Prentice Hall, 2002 15 - 19
LEADERSHIP TODAY
Organizations emphasize leadership styles that:Concentrate on getting employees involved in the organization
Giving them the freedom to use their abilities as they think best
Transformational LeadershipThe Tasks of Transformational Leaders
CoachingCoaching Behavior
Listens closelyGives emotional supportShows by example what constitutes appropriate behavior
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© Prentice Hall, 2002 15 - 20
LEADERSHIP TODAY
Figure 15.8Characteristics of the emerging leader versus
characteristics of the manager
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© Prentice Hall, 2002 15 - 21
LEADERSHIP TODAY
Table 15.2 Characteristics of an Effective Coach
Trait, Attitude, or Behavior Action Plan for Improvement1. Empathy (putting self in other person’s shoes) Sample: Will
listen and understand person’s point of view.2. Listening skill Sample: Will
concentrate extra-hard on listening.3. Insight into people (ability to size them up) Sample: Will
jot down observations about people on first meeting, then verify in the future.
4. Diplomacy and tact Sample: Will study book of etiquette.
5. Patience toward people Sample: Will practice staying calm when someone makes a mistake.
6. Concern for welfare of people Sample:When interacting with another person, will ask myself,“How can this person’s interests best be served?”
7. Minimum hostility toward people Sample: Will often ask myself, “Why am I angry at this person?”
8. Self-confidence and emotional stability Sample: Will attempt to have at least one personal success each week.
9. Noncompetitiveness with team members Sample: Will keep reminding myself that all boats rise with the same tide.
10. Enthusiasm for people Sample: Will search for the good in each person.
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© Prentice Hall, 2002 15 - 22
LEADERSHIP TODAY
Superleadership
Teaches followers to:
Think on their own and act constructively and independently
Replace negative thoughts and beliefs with positive
Build self-confidence
Entrepreneurial Leadership
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© Prentice Hall, 2002 15 - 23
LEADERSHIP TODAY
Figure 15.9Various combinations of transformational, coaching,superleader, and entrepreneurial leadership styles
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© Prentice Hall, 2002 15 - 24
CURRENT TOPICS IN LEADERSHIP
Substitutes for LeadershipLeader's input canceled by
characteristics of subordinates or organization
Women as LeadersNumbers increasing
Glass ceiling
Ways Women LeadFormerly modeled on successful male managers
Today it's described as transformational.
© Prentice Hall, 2002 15 - 25
Chapter Fifteen
Questions