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OB: leadership
The document discusses the distinction between leadership and management, emphasizing the importance of both skill sets for effective organizational direction and vision. It covers various leadership theories, including trait theories, behavior theories, and the Fiedler leadership model, addressing characteristics of effective leaders. Additionally, it touches on transformational leadership and the challenges leaders face in terms of charisma and ethics.
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OB: leadership
- 1. Organizational Behavior Seminar Presentation Instructor: Prof. Norihiko Takeuchi Speaker : William (LIU, Shih -Wei)
- 2. Who you wantto work for? Leader A Leader F Cares about achievement Cares about fame Humble background Highborn No sexual indulgence Numerous affairs Vegetarian/ No liquor Alcoholic
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- 4. Leadership vs. Management Leadership Management •About coping with change • About coping with complexity • Establish direction, align resources and inspire • Brings about order and consistency
- 5. Leadership vs. Management Leadership Activity Management Establishingdirection and vision for the organization Creating an agenda Planning and budgeting, allocating resources Aligning people through communications and actions that provide direction Developing a human network for achieving the agenda Organizing and staffing, structuring and monitoring implementation Motivating and inspiring by satisfying needs Executing plans Controlling and problem solving Produces useful change and new approaches to challenges Outcomes Produces predictability and order and attains results
- 6. Leadership vs. Management “Leadershipis the process of influencing a group toward the achievement of goals.”
- 7. Leadership vs. Management Peoplewith both leaderships and managerial skills are suitable for becoming CEOs.
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- 9. Trait Theories Differentiate leadersfrom nonleaders by focusing on personal qualities and characteristics.
- 10. Trait Theories Judge, T.A., et al. 87(4): 765-780.
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- 12. Trait Theories Judge, T.A., et al. 87(4): 765-780.
- 13. Trait Theories • Extraversionrelated strongest to leadership • Conscientiousness and openness to experience also strongly related to leadership • Traits are better at predicting leader emergence than leader effectiveness
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- 15. Ohio State Studies •Initiating structure - attempts to organize work, work relationships, and goals • Consideration - concern for followers’ comfort, well-being, status, and satisfaction
- 16. University of Michigan Studies •Production-oriented - emphasize the technical or task aspects of the job • Employee-oriented - emphasize interpersonal relations
- 17. Blake and Mouton’s ManagerialGrid® Country Club Team Manager Middle of the road Impoverished Authority Compliance
- 18. Behavior Theory • Concernfor Production - better performance, but low satisfaction and high absences • Concern for People - low performance, but high satisfaction and low absences
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- 20. Fiedler Leadership Model Leadershipstyle Contingence Leader-member relations Task structure Position Power
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- 24. “With 1,000 datapoints, it would be near impossible not to find in it a certain number of “significant” correlations of sorts.” -Nassim Taleb
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- 26. How to GetCharisma?
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- 28. Charismatic Leadership • Articulatesan appealing vision • Communicates high performance expectations and expresses confidence • Conveys, through words and actions • Engages in emotion-inducing behaviors
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- 33. Transformational Leadership • Transactionalleaders - motivate their followers in the direction of established goals • Transformational leaders - inspire followers to transcend their own selfinterests
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- 37. Attribution theory of leadership •Company performance DID lead to perceptions of charisma Stan O’ Neal
- 38. Substitutes for leadership Trained/Experienced Need Leaders?
- 39. A case atP&G: A new face for CEO Durk Jager A.G. Lafley
- 40. Who you wantto work for? Adolf Hitler Franklin D. Roosevelt
- 41. Thanks for YourAttention!