Transcript Charismatic Leader

Chapter 9
LEADING FOLLOWERS
Chapter Outcomes
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Define leadership and describe the difference between a
leader and a supervisor.
Identify the traits that may help you become a successful
leader.
Define charisma and its key components.
Describe the skills of a visionary leader.
Differentiate between task-centered and people centered
leadership styles.
Identify and describe three types of participative
leadership styles.
Explain situational leadership.
Describe situations in which leadership is irrelevant.
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Upper Saddle River, NJ 07458. • All Rights Reserved.
Leadership defined…
The ability an individual
demonstrates to influence others to
act in a particular way through
direction, encouragement,
sensitivity, consideration and
support.
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Upper Saddle River, NJ 07458. • All Rights Reserved.
EXHIBIT 9–1
Six traits of effective leaders.
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Upper Saddle River, NJ 07458. • All Rights Reserved.
Key characteristics of charismatic
leaders
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Idealized goal
Ability to help others understand the goal
Strong convictions about their goal
Behavior that is unconventional
Assertive and self-confident
High self-monitoring
Appearance as a change agent
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© 2010 Pearson Higher Education,
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Leadership skills
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Technical skills
Conceptual skills
Networking skills
Human relation skills
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© 2010 Pearson Higher Education,
Upper Saddle River, NJ 07458. • All Rights Reserved.
EXHIBIT 9–3
Supervisory leadership behaviors.
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Types of leaders
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Task-centered leader
Autocratic leader
People-centered leader
Participative leader
Consultative-participative leader
Democratic-participative leader
Free-rein leader
Transactional leader
Transformational leader
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© 2010 Pearson Higher Education,
Upper Saddle River, NJ 07458. • All Rights Reserved.
EXHIBIT 9–4
Situational leadership.
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© 2010 Pearson Higher Education,
Upper Saddle River, NJ 07458. • All Rights Reserved.
Situational leadership
Adjustment of a leadership style to specific
situations to reflect employee needs.
Four stages of follower readiness
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R1: An employee is unable and unwilling to do a job.
R2: An employee is unable to do the job, but willing to
perform the tasks.
R3: An employee is able to do the job, but unwilling to
do so.
R4: An employee is both willing and able to do a job.
Supervision Today! 6th Edition
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© 2010 Pearson Higher Education,
Upper Saddle River, NJ 07458. • All Rights Reserved.
Five dimensions of trust
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Integrity
Competence
Consistency
Loyalty
Openness
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© 2010 Pearson Higher Education,
Upper Saddle River, NJ 07458. • All Rights Reserved.
Building trust
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Practice openness
Be fair
Speak your feelings
Tell the truth
Show consistency
Fulfill your promises
Maintain confidences
Demonstrate confidence
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© 2010 Pearson Higher Education,
Upper Saddle River, NJ 07458. • All Rights Reserved.