iu bus 325 l&m ppt 3

8/12/2019 IU BUS 325 L&M PPT 3

http://slidepdf.com/reader/full/iu-bus-325-lm-ppt-3 1/13

Leadership & Motivation-3

BUS 325 Leadership and Motivation

8/12/2019 IU BUS 325 L&M PPT 3


Leadership is broader than

managerial functions

Managing and leading

Manager and leader Management and leadership

8/12/2019 IU BUS 325 L&M PPT 3


Management

Getting things done with and through people

Goal attainment, organizing, and monitoringperformance

Management versus Leadership

Are managers leaders?

– Leaders manage – Managers lead

*Yet not synonymous

8/12/2019 IU BUS 325 L&M PPT 3


MANAGERS

Plan, coordinate

Evaluate and supervise Negotiate, budget

Reality check, set timelimits, cope with complexity

Bring order and consistency

Planning complement to

direction

LEADERS

Facilitate interpersonalinteraction

Charisma

Innovate, inspire

Vision, communicate it

Ability to change things,

set direction, look at largerpicture, align people, lookat competition and dobetter and different, willingto listen and learn,

sensitive to concerns Gains trust, empowers,

enable others to reachpotential

8/12/2019 IU BUS 325 L&M PPT 3


8/12/2019 IU BUS 325 L&M PPT 3


Leadership Theories

Leadership – behavioral process of directing andinfluencing someone toward a set of goals

Power – ability to exert influence, that is tochange the attitudes or behavior of individuals orgroups

Nature of Leadership

A person can be an effective manager, goodplanner and a fair, organized administrator, but

lack the motivational skills of a leader. Others can be effective manager, skilled at

inspiring enthusiasm and devotion, but lack themanagerial skills to channel the energy they

arouse in others.

8/12/2019 IU BUS 325 L&M PPT 3


Leadership Theories

Trait Approach Behavioral Approach

– Leadership Functions

– Leadership Styles Contingency (Situational) Approaches

– Hersey and Blanchard

– Fiedler Model – Path-Goal

Future of Leadership Theory

– Transformational or Charismatic

8/12/2019 IU BUS 325 L&M PPT 3


Trait Theory

Tries to identify what qualities a leaderpossesses

Trait – predisposition to act in a certain way – Over time it is a relatively permanent feature of

behavior, thus behavior is relatively consistentand predictable

– Underlying assumption – LEADERS ARE BORN

Two approaches – Compare traits who emerged as leaders withthose who did not emerge

– Compare traits of effective leaders with

ineffective leaders

8/12/2019 IU BUS 325 L&M PPT 3


Behavioral Theory Trait research was unsuccessful, thus tried to

isolate behavior characteristics of effective leaders

What effective leaders WERE and what they DID

Behavior can be learned, thus if supported we

could train people to be leaders and teachleadership

Several studies were done to examine leaderbehavior and focused on two aspects of

Leadership behavior – Leadership Functions: task-related activities that must

be performed by leader to perform effectively

– Leadership Styles: various patterns of behavior favoredby leaders during process of directing and influencing

8/12/2019 IU BUS 325 L&M PPT 3


Leadership Styles

Low Structure

And

High Consideration

High Structure

And

High ConsiderationDemocratic

Low Structure

AndLow Consideration

Laissez-Faire

High Structure

AndLow Consideration

Authoritarian

(Low) Initiating Structure (High) ( L o w )

C o n s i d e r a t i

o n

( H i g h )

8/12/2019 IU BUS 325 L&M PPT 3


Situational Leadership Theory

Basically can’t change our style, thus betterto match leader and situation

– Leader-member relations (good-poor)

Degree of confidence, respect, trust workers

have for leader

– Task structure (structured-unstructured)

Degree to which jobs are procedurized

– Position-power (strong-weak) Degree of influence a leader has over

promoting, hiring, and disciplinary

8/12/2019 IU BUS 325 L&M PPT 3


Situational Leadership Theory

Hersey & Blanchard (1980s) – Move through Four Phases, correlated to life cycle

– Varies depending on “maturity” of followers

Desire for achievement (capacity of setting high,

attainable goals)

Willingness to accept responsibility

Task-related ability and experience

– As maturity levels increase, leader lessens task,increases relationship

– Then as maturity proceeds, decrease task andrelationship behavior

8/12/2019 IU BUS 325 L&M PPT 3


Future of Leadership Theory

Transformational or Charismatic Leadership – Leaders who, through their personal vision andenergy, inspire followers and have a major impacton their organizations

Seeks change, proactive Innovative, creative

– Leaders who determine what followers need to doto achieve objectives, classify those requirements,

and help followers become confident they canreach their objectives Inspire others to do more than expected

Raise level to self-actualization

Empower others

iu bus 325 l&m ppt 3

Documents