Description
A summary of one of the course subjects must be created with mind map that demonstrates the connections between different concepts.
Chapter 1
Definition and Significance of
Leadership
1-1
Learning Objectives
Define leadership and leadership effectiveness
Discuss the major obstacles to effective leadership
Compare and contrast leadership and management
List the roles and functions of leaders and managers
Explain the changes in organizations and how they affect
leaders
Summarize the debate over the role and impact of leadership in
organizations
1-2
Copyright © 2015 Pearson Education
The Leadership Question
Some leaders are focused on getting things
done while others put taking care of their
followers first. Some look at the big picture
and others hone in on the details. Is one
approach better than the other? Which one
do you prefer?
1-3
Copyright © 2015 Pearson Education
Definition of Leadership
A leader is any person who influences individuals and groups within
an organization, helps them establish goals, and guides them
toward achievement of those goals, thereby allowing them to be
effective.
1-4
Copyright © 2015 Pearson Education
Key Elements of Leadership
Group phenomenon
Interpersonal influence
Goal and action oriented
Assumes hierarchy in a group
1-5
Copyright © 2015 Pearson Education
Effectiveness vs. Success
Effective leaders
Successful leaders
Focus on the work
• Focus on politics and
networking
Focus on
employees/followers
Satisfied and
productive
employees
Take care of
• Promoted quickly
• Network with
outsiders
• Take care of
supervisor
employees/followers
Copyright © 2015 Pearson Education
1-6
Key Elements of Effectiveness
1.
Goal achievement
2.
Smooth internal processes
3.
External adaptability
1-7
Copyright © 2015 Pearson Education
Definition of Effectiveness
Leaders are effective when their followers achieve their goals, can
function well together, and can adapt to changing demands from
external forces.
1-8
Copyright © 2015 Pearson Education
The Leadership Question
Revisited
Leadership involves the tasks, people,
big picture, details, etc.
What works depends on the leader, the
followers, and the situation
Many styles and approaches can work
Understanding the situation is key
1-9
Copyright © 2015 Pearson Education
Why Do We Need Leaders?
To keep groups orderly
To keep focus on group goals
To accomplish complex tasks
To help make sense of the world by providing validation
As a romantic ideal
1-10
Copyright © 2015 Pearson Education
Why Leaders Matter
Leadership is one of many factors that affect the
performance of organizations
Leadership can indirectly impact other performance
factors
Leadership is essential in providing vision and direction
Identifying the situations in which leadership matters is
essential
The combination of leaders with followers and other
organizational factors
Makes an impact
Copyright © 2015 Pearson Education
1-11
Obstacles to Effective Leadership
Environmental uncertainty
Organizational rigidity
Falling back on old ideas and simplistic solutions
Established organizational culture
Inaccessible research
1-12
Copyright © 2015 Pearson Education
Leadership and Management
Managers
Leaders
Focus on the present
Focus on the future
Maintain the status quo
Create change
Implement policy
Initiate policy
Maintain existing
Create new culture
culture and structure
Remain aloof and
and structure
Establish emotional
objective
bonds with followers
Use position power
Use personal power
1-13
Copyright © 2015 Pearson Education
بريك صالة المغرب
Managerial Roles
Figurehead
Entrepreneur
Leader
Disturbance handler
Liaison
Resource allocator
Monitor
Negotiator
Disseminator
Spokesperson
1-15
Copyright © 2015 Pearson Education
Gender Differences in Roles
Male managers
Female managers
Unrelenting pace of work
Calm steady pace of work
Do a wide variety of tasks
Frequent breaks
Frequent interruptions
Little time to communicate
Did not perceive interruptions
Schedule time for
communication
Few nonwork activities
Many nonwork activities
Isolation
Connected to others
Identity tied to work
Multifaceted identities
Complex network
Complex network
Prefer face-to-face
Prefer face-to-face
1-16
Copyright © 2015 Pearson Education
Leader’s Role in Shaping Organizational
Culture
Leader
Vision and
mission
Role
modeling
Reward
system
Hiring
decisions
Strategy
and structure
Organizational
culture
1-17
Copyright © 2015 Pearson Education
New Roles for Leaders
Control-oriented leadership
Result-oriented leadership
Plan
Lead
Organize
Control
Plan
and
organize
Lead
Do
Control
Results
Do
Leader assumes responsibility
Results
Follower assumes responsibility
Follower assumes responsibility
1-18
Copyright © 2015 Pearson Education
Factors Fueling Change
Increased
global and local
competition
Changes in organizations
and their leadership
1-19
Copyright © 2015 Pearson Education
Barriers to Change
Perceived financial pressures
Short-term orientation
Top management still focused on one person
Traditional organizations
Employee input and creativity not fully
considered
Focus on individual rather than group
performance
Traditional management styles
Copyright © 2015 Pearson Education
1-20
What Do You Do?
You have started on a new job, and based on the
interview and discussion with people prior to
accepting the job, you were led to believe that
the company strongly believes in employee
participation, engagement, and flexibility. After a
couple of months of working with your new boss,
however, all you see is command-and-control, with
little opportunity for you to provide any input.
1-21
Copyright © 2015 Pearson Education
Definition and Significance of
Leadership
1-1
Learning Objectives
Define leadership and leadership effectiveness
Discuss the major obstacles to effective leadership
Compare and contrast leadership and management
List the roles and functions of leaders and managers
Explain the changes in organizations and how they affect
leaders
Summarize the debate over the role and impact of leadership in
organizations
1-2
Copyright © 2015 Pearson Education
The Leadership Question
Some leaders are focused on getting things
done while others put taking care of their
followers first. Some look at the big picture
and others hone in on the details. Is one
approach better than the other? Which one
do you prefer?
1-3
Copyright © 2015 Pearson Education
Definition of Leadership
A leader is any person who influences individuals and groups within
an organization, helps them establish goals, and guides them
toward achievement of those goals, thereby allowing them to be
effective.
1-4
Copyright © 2015 Pearson Education
Key Elements of Leadership
Group phenomenon
Interpersonal influence
Goal and action oriented
Assumes hierarchy in a group
1-5
Copyright © 2015 Pearson Education
Effectiveness vs. Success
Effective leaders
Successful leaders
Focus on the work
• Focus on politics and
networking
Focus on
employees/followers
Satisfied and
productive
employees
Take care of
• Promoted quickly
• Network with
outsiders
• Take care of
supervisor
employees/followers
Copyright © 2015 Pearson Education
1-6
Key Elements of Effectiveness
1.
Goal achievement
2.
Smooth internal processes
3.
External adaptability
1-7
Copyright © 2015 Pearson Education
Definition of Effectiveness
Leaders are effective when their followers achieve their goals, can
function well together, and can adapt to changing demands from
external forces.
1-8
Copyright © 2015 Pearson Education
The Leadership Question
Revisited
Leadership involves the tasks, people,
big picture, details, etc.
What works depends on the leader, the
followers, and the situation
Many styles and approaches can work
Understanding the situation is key
1-9
Copyright © 2015 Pearson Education
Why Do We Need Leaders?
To keep groups orderly
To keep focus on group goals
To accomplish complex tasks
To help make sense of the world by providing validation
As a romantic ideal
1-10
Copyright © 2015 Pearson Education
Why Leaders Matter
Leadership is one of many factors that affect the
performance of organizations
Leadership can indirectly impact other performance
factors
Leadership is essential in providing vision and direction
Identifying the situations in which leadership matters is
essential
The combination of leaders with followers and other
organizational factors
Makes an impact
Copyright © 2015 Pearson Education
1-11
Obstacles to Effective Leadership
Environmental uncertainty
Organizational rigidity
Falling back on old ideas and simplistic solutions
Established organizational culture
Inaccessible research
1-12
Copyright © 2015 Pearson Education
Leadership and Management
Managers
Leaders
Focus on the present
Focus on the future
Maintain the status quo
Create change
Implement policy
Initiate policy
Maintain existing
Create new culture
culture and structure
Remain aloof and
and structure
Establish emotional
objective
bonds with followers
Use position power
Use personal power
1-13
Copyright © 2015 Pearson Education
بريك صالة المغرب
Managerial Roles
Figurehead
Entrepreneur
Leader
Disturbance handler
Liaison
Resource allocator
Monitor
Negotiator
Disseminator
Spokesperson
1-15
Copyright © 2015 Pearson Education
Gender Differences in Roles
Male managers
Female managers
Unrelenting pace of work
Calm steady pace of work
Do a wide variety of tasks
Frequent breaks
Frequent interruptions
Little time to communicate
Did not perceive interruptions
Schedule time for
communication
Few nonwork activities
Many nonwork activities
Isolation
Connected to others
Identity tied to work
Multifaceted identities
Complex network
Complex network
Prefer face-to-face
Prefer face-to-face
1-16
Copyright © 2015 Pearson Education
Leader’s Role in Shaping Organizational
Culture
Leader
Vision and
mission
Role
modeling
Reward
system
Hiring
decisions
Strategy
and structure
Organizational
culture
1-17
Copyright © 2015 Pearson Education
New Roles for Leaders
Control-oriented leadership
Result-oriented leadership
Plan
Lead
Organize
Control
Plan
and
organize
Lead
Do
Control
Results
Do
Leader assumes responsibility
Results
Follower assumes responsibility
Follower assumes responsibility
1-18
Copyright © 2015 Pearson Education
Factors Fueling Change
Increased
global and local
competition
Changes in organizations
and their leadership
1-19
Copyright © 2015 Pearson Education
Barriers to Change
Perceived financial pressures
Short-term orientation
Top management still focused on one person
Traditional organizations
Employee input and creativity not fully
considered
Focus on individual rather than group
performance
Traditional management styles
Copyright © 2015 Pearson Education
1-20
What Do You Do?
You have started on a new job, and based on the
interview and discussion with people prior to
accepting the job, you were led to believe that
the company strongly believes in employee
participation, engagement, and flexibility. After a
couple of months of working with your new boss,
however, all you see is command-and-control, with
little opportunity for you to provide any input.
1-21
Copyright © 2015 Pearson Education
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