Anda di halaman 1dari 41

Top school in India

By:
school.edhole.com
What is effective leadership?
1. __________________________
2. __________________________
3. __________________________
4. __________________________
5. __________________________
6. __________________________
7. __________________________
8. __________________________
9. __________________________
10. __________________________
school.edhole.com



THE ABILITY

TO INFLUENCE

PEOPLE
school.edhole.com
French & Raven



LEGITIMATE

COERCIVE

REWARD

EXPERT

REFERENT
school.edhole.com
Weber



LEGITIMATE

TRADITIONAL

CHARISMATIC

school.edhole.com
Another view



CONTROL RESOURCES

AWARE OF IT

WANT TO HAVE POWER

KNOW HOW TO USE IT

school.edhole.com



MANAGER
DELEGATION OF AUTHORITY
MOTIVATION
CONTROL
CULTURE
VISION

school.edhole.com




NO CONSISTENT SET
OF TRAITS


Also see Attribution Theory
school.edhole.com


1. PEOPLE INHERENTLY DISLIKE WORK,
WILL AVOID IT
2. NOT TAKE RESPONSIBILITY, WANT
FORMAL DIRECTION
3. WANT SECURITY, LITTLE AMBITION
4. MUST BE COERCED, CONTROLLED,
THREATENED
school.edhole.com


1. WORK NATURAL AS PLAY, REST

2. SELF DIRECTION, SELF CONTROL

3. ACCEPT, SEEK RESPONSIBILITY

4. ABILITY TO MAKE GOOD DECISIONS
NORMAL
school.edhole.com
Lewin, Lippit, Whyte


Satisfaction Productivity
Laissez
Faire
+
-
?
+
+
?
Demo.
Author.
school.edhole.com
Ohio State


INIATING STRUCTURE:
STRESS GOALS
DEFINES, STRUCTURES ROLES

CONSIDERATION
CONCERN FOR SUBORDINATES
NEEDS, FEELSINGS
school.edhole.com
BEHAVIOR MODELS OF LEADERSHIP
Ohio
State

IS




Con-
sideration

Michigan

Production
Oriented



Employee
Oriented
Managerial
Grid

Concern for
Production



Concern for
People
Fiedler

Task
Oriented



Relationship
Oriented


Hershey
Blanchard

Task
Behavior



Relationship
Behavior

school.edhole.com
LIFE CYCLE
Hersey & Blanchard
TASK BEHAVIOR
LOW HIGH
SUBORDINATE MATURITY
HIGH MODERATE LOW
LOW
HIGH
TELLING
SELLING PARTICIPATING
DELEGATING
school.edhole.com
PATH - GOAL
House
4 BEHAVIORS
DIRECTIVE

SUPPORTIVE

ACHIEVEMENT ORIENTED

PARTICIPATIVE
school.edhole.com
DIRECTIVE
INFORMS SUBORDINATES WHAT IS
EXPECTED

SCHEDULES WORK

GIVES SPECIFIC GUIDANCE
school.edhole.com
SUPPORTIVE

IS FRIENDLY

SHOWS CONCERN FOR NEEDS OF
SUBORDINATES
school.edhole.com
ACHIEVEMENT ORIENTED

SETS CHALLENGING GOALS

EXPECTS SUBORDINATES TO PERFORM
AT THEIR HIGHEST LEVEL
school.edhole.com
PARTICIPATIVE

CONSULTS WITH SUBORDINATES

USES THEIR SUGGESTIONS
school.edhole.com
FINDINGS

Directive leadership; greater satisfaction
when tasks are ambiguous or stressful
than when they are highly structured.
school.edhole.com
FINDINGS

Supportive leadership; higher
performance and satisfaction with
structured tasks.
school.edhole.com
FINDINGS

Directive leadership; perceived as
redundant by subordinates with high
perceived ability or with considerable
experience.
school.edhole.com
FINDINGS

Clear formal authority; use more
supportive behavior and less directive.
school.edhole.com
FINDINGS

Directive leadership; higher satisfaction
when substantive conflict within the
group.
school.edhole.com
FINDINGS

Achievement leadership; increases
subordinates expectancies that effort will
lead to high performance when tasks are
ambiguous.
school.edhole.com
FINDINGS

Participative leadership; people with
internal locus of control more satisfied
with it.
school.edhole.com
FINDINGS

Directive leadership; people with external
locus of control more satisfied with it.
school.edhole.com
LEADER PARTICIPATION
Vroom & Jago
See participative decision making
school.edhole.com
CHARISMATIC LEADERSHIP
ALSO SEE TRANSFORMATIONAL
LEADERSHIP
school.edhole.com
TRANSFORMATIONAL
LEADERSHIP

INFLUENCES PEOPLE
TO PERFORM
ABOVE NORMAL EXPECTATIONS
school.edhole.com
TRANSFORMATIONAL
LEADERSHIP
CHARISMATIC

INSPIRATIONAL

INTELLECTUAL STIMULATION

INDIVIDUALIZED CONSIDERATION
school.edhole.com
PRINCIPLE CENTERED
BEHAVIOR BASE IS PRINCIPLES

HONESTY

FAIRNESS

INTEGRITY

school.edhole.com
ATTRIBUTION THEORY
ATTRIBUTE LEADERSHIP SKILLS TO
SUCCESSFUL PEOPLE
PEOPLE IN TRADITIONAL ROLES
PEOPLE WE LIKE
HIGH STATUS PEOPLE
PHYSICAL CHARACTERISTICS/THINGS
Head of the table
Height
school.edhole.com
PRACTICAL APPROACH?
FACTORS IN
THE MANAGER
THE SUBORDINATES
THE SITUATION

ANALYZE AND BE FLEXIBLE
school.edhole.com
THE MANAGER
VALUE SYSTEM
BELIEF ABOUT INVOLVING SUBORDINATES
CONFIDENCE IN SUBS.
LEADERSHIP INCLINATIONS
DIRECTIVE, SUPPORTIVE
SKILL IN DELEGATING
OTHER FACTORS
TOLERANCE FOR AMBIGUITY
CONTROL
school.edhole.com
THE SUBORDINATES
INDEPENDENCE
TAKE RESPONSIBILITY
TOLERANCE FOR AMBIGUITY
INTEREST
UNDERSTAND, AGREE WITH GOALS
KNOWLEDGE, EXPERIENCE
EXPECTATIONS
school.edhole.com
THE SITUATION

TYPE OF ORGANIZATION
VALUES, CULTURE
GEOGRAPHICAL DISPERSION

INFORMATION AVAILABLE?

TIME PRESSURE
school.edhole.com
DIFFICULT TO BE FLEXIBLE?
PERSONALITY STRUCTURED AT VERY EARLY
AGE

COMPLEX HISTORY OF PAST BEHAVIOR

LITTLE FEEDBACK ABOUT CAUSE & EFFECT

TOP MANAGEMENT INFLUENCE
school.edhole.com
SUBSTITUTES FOR
LEADERSHIP
PERSONAL FACTORS

LOCUS OF CONTROL

INDEPENDENCE

EXPERIENCE
school.edhole.com
SUBSTITUTES FOR
LEADERSHIP
JOB, ORG. FACTORS

ROUTINE

STRUCTURED

GOALS, RULES, ETC.
school.edhole.com
SUBSTITUTES FOR
LEADERSHIP
GROUP FACTORS

NORMS

COHESION

INFORMAL LEADER
school.edhole.com

Anda mungkin juga menyukai