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Leadership isamajorwayin whichpeoplechangethe mindsofothersandmove minds of others and move organizationsforwardto accomplishidentifiedgoals.
ParticipativeLeadership
Lewinsleadershipstyles
Description p
Behavioraltheoriesdonotseekinborntraits theylookatwhat leadersactuallydo Successcanbedefinedintermsofdescribableactions
Implication:
Leadershipcapabilitycanbelearned Leadership capability can be learned
Low
Authority-compliance
Low
Medium
High
BlakeandMouton(early1960s)
McGregor'sTheoryXandTheoryY (1960) ( )
TheoryXLeadersAssume: TheoryYLeadersAssume:
1.Employeesinherentlydislikeworkand, wheneverpossible,willattempttoavoidit. whenever possible, will attempt to avoid it. 1.Employeescanviewworkasbeingasnaturalas restorplay rest or play
2.Becauseemployeesdislikework,theymustbe 2. Menandwomenwillexerciseselfdirection coerced,controlled,orthreatenedwith andselfcontroliftheyarecommittedtothe punishmenttoachievedesiredgoals punishment to achieve desired goals objectives objectives 3.Employeeswillshirkresponsibilitiesandseek 3.Theaveragepersoncanlearntoaccept,even formaldirectionwheneverpossible seek,responsibility 4.Mostworkersplacesecurityaboveallother 4.Theabilitytomakegooddecisionsiswidely factorsassociatedwithworkandwilldisplaylittledispersedthroughoutthepopulationandisnot ambition necessarilythesoleprovinceofmanagers
FactorsInfluenceSituational Leadership d h
Tannenbaum and Schmidt (1958) identified TannenbaumandSchmidt(1958)identified threeforcesthatledtotheleader'saction:
the forces in the situation theforcesinthesituation theforcesinthefollower the forces in the leader theforcesintheleader Thisrecognizesthattheleader'sstyleishighly Thi i th t th l d ' t l i hi hl variable,andevensuchdistanteventsasafamily argumentcan argument can influencedecisionsmadeintheworkplace.
ComponentsofTransformational Leadership d h
Developthevision p Startswiththedevelopmentofavision,aviewof thefuturethatwillexciteandconvertpotential followers.(Thisvisionmaybedevelopedbythe followers (This vision may be developed by the leader,bytheseniorteamormayemergefroma broadseriesofdiscussions.Theleadermustbuy incompletely.) Sellthevision S ll h i i Sellthevisionimmediatelyandcontinually. Create trust Createtrust Relyonpersonalintegrity
Transformational leaders are selling themselves as well as
Leadingthecharge
TransformationalLeadersarealwaysvisible Will stand up to be counted rather than hide Willstanduptobecountedratherthanhide behindtheirtroops. Th Theyshowbytheirattitudesandactionshow h b th i ttit d d ti h everyoneelseshouldbehave. Theymakecontinuedeffortstomotivateand rallytheirfollowers,constantlydoingthe rounds,listening,soothingandenergizing. Theirunswervingcommitmentkeepspeople going,particularlythroughthedarkertimes whensomemayquestionwhetherthevision
Lead
Connectivity
Kouzes/Posner'sLeadershipInventory
(Inorderofpriority) Honest Honest Forwardlooking Competent Competent Inspiring Intelligent I t lli t Fairminded Broadminded Supportive Straightforward Dependable
Resources:
http://changingminds.org/disciplines/leadership/theories/leadership_theories.htm
http://psychology.about.com/library/quiz/blleadershipquiz.htm