13 Leadership OThe McGraw-Hill Companies. Inc, 2000
13-1 Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000 Leadership 13
13-2 eadership Leadership is the process where a person exerts influence over others and inspires. motivates and directs their activities to achieve goals. Effective leadership increases the firms ability to meet new challenges. Leader: The person exerting the influence Personal leadership style: the ways leaders choose to influence others Some leaders delegate and support subordinates, others are very authoritarian a Managers at all levels have their own leadership style " win/MeGraw-HHill CThe McGraw-Hill Companies, Inc, 2000
13-2 Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000 Leadership Leadership is the process where a person exerts influence over others and inspires, motivates and directs their activities to achieve goals. Effective leadership increases the firm’s ability to meet new challenges. ◼ Leader:The person exerting the influence. ◆ Personal Leadership Style: the ways leaders choose to influence others. ◼ Some leaders delegate and support subordinates, others are very authoritarian. ◼ Managers at all levels have their own leadership style
13-3 Leadership Across Cultures o Leadership styles may vary over different cultures European managers tend to be more people-oriented than American or Japanese managers o Japanese culture is very collective oriented, while American focuses more on profitabilit Time horizons also are affected by cultures .U.S firms often focus on short-run efforts o Japanese firms take a longer-term outlook " win/MeGraw-HHill CThe McGraw-Hill Companies, Inc, 2000
13-3 Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000 Leadership Across Cultures ⚫Leadership styles may vary over different cultures. ◼ European managers tend to be more people-oriented than American or Japanese managers. ◆ Japanese culture is very collective oriented, while American focuses more on profitability. ◼ Time horizons also are affected by cultures. ◆ U.S. firms often focus on short-run efforts. ◆ Japanese firms take a longer-term outlook
13-4 Sources of power Figure 13.1 Reward Power Legitimate Coercive Power Power Enable managers to be leaders influence subordinates te achieve goals Expert Referent Power Power win/MeGraw-Hill OThe McGraw-Hill Companies. Inc, 2000
13-4 Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000 Sources of Power Reward Power Legitimate Power Coercive Power Expert Power Referent Power Enable managers to be leaders & influence subordinates to achieve goals Figure 13.1
13-5 Sources of power ● used to affect other’ s behavior and get then to act in given ways Legitimate Power: managers authority resulting by their management position in the firm o Can be power to hire/fire workers assign work Reward Power: based on the manager's ability to give or withhold rewards e Pay raises. bonuses verbal praise o Effective managers use reward power to signal employees they are doing a good job " win/MeGraw-HHill CThe McGraw-Hill Companies, Inc, 2000
13-5 Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000 Sources of Power ⚫Used to affect other’s behavior and get them to act in given ways. ◼ Legitimate Power: manager’s authority resulting by their management position in the firm. ◆ Can be power to hire/fire workers, assign work. ◼ Reward Power: based on the manager’s ability to give or withhold rewards. ◆ Pay raises, bonuses, verbal praise. ◆ Effective managers use reward power to signal employees they are doing a good job