Organizational behavior 7e by luthans chap014

• Examine the relationship that activities have with successful and effective leaders.. Leadership in the New Environment• Leadership roles are changing in the new environment – Key le

McGraw-Hill/Irwin © 2008 The McGraw-Hill Companies, Inc All rights reserved.

Great Leaders:

Styles, Activities,

and Skills

Chapter Fourteen

Learning Objectives

• Relate the style implications from the classic studies

and modern theories of leadership

• Present the widely recognized classic styles of

leadership, such as the life-cycle approach

• Discuss the findings on leadership roles and

activities.

• Examine the relationship that activities have with

successful and effective leaders.

• Identify the skills needed for effective leadership of

today’s organizations.

• Analyze the various approaches to leadership

development.

• Demographics of organizational leaders

are changing

Leadership in the New Environment

• Leadership roles are changing in the new

environment

– Key leadership roles include:

• A strategic vision to motivate and inspire

• Empowering employees

• Accumulating and sharing internal knowledge

• Gathering and integrating external information

• Challenging the status quo and enabling creativity

Leadership in the New Environment Continued

• Values and beliefs of the young

Generation Xer’s are different than the baby boomers who are in leadership

Leadership Styles

• Style implications of the classic studies and

the modern theories

– Nadler and Tushman’s

Leadership Styles

Continued

• Style implications (continued)

– Continuum of leadership styles – summary

Leadership Styles

Continued

• Style implications (continued)

– Tannenbaum and Schmidt

Leadership Styles

Continued

• Classic styles - Hersey and Blanchard’s

– Two major styles:

Leadership Styles

Continued

• Leadership styles in perspective

– Researchers House and Podsakoff findings:

• Vision

• Passion and self-sacrifice

• Confidence, determination, and persistence

• Image building

• Role modeling

• External representation

• Expectations of and confidence in followers

• Selective motive arousal

• Frame alignment

• Inspirational communication

Roles and Activities of Leadership

• Leader/ manager roles

– Mintzberg’s

managerial roles

Roles and Activities of Leadership

Continued

• Activities of successful and effective leaders:

The real managers study

– What do managers do?

• Communication

• Traditional management

• Human resource management

• Networking

Roles and Activities of Leadership

Continued

– What do managers do? (continued): Luthans’s conceptual

categories of activities

Roles and Activities of Leadership

Continued

– What do managers do? (continued): Relative distribution

activities

Roles and Activities of Leadership

Continued

• Activities of successful and effective leaders:

(continued)

– What do successful managers do?

• Networking: using speed of promotion as the

measure of success

Roles and Activities of Leadership

Continued

• Activities of successful and effective leaders:

(continued)

– What do effective managers do?

• Getting the job done through high quantity and

quality standards of performance

• Getting the job done through people, requiring their

satisfaction and commitment

Roles and Activities of Leadership

Continued

• Activities of successful and effective leaders:

(continued)

– Implications across cultures and for

entrepreneurs and knowledge managers

– Implications of the real managers study

Leadership Skills

Continued

• What skills do leaders need? (continued)

– Whetten and Cameron model

Leadership Skills

Continued

• What skills do leaders need? (continued)

– Whetten and Cameron model

Questions