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ORGANIZATIONAL BEHAVIOR S T E P H E N P. R O B B I N S E L E V E N T H E D I T I O N W W W. P R E N H A L L. C O M / R O B B I N S © 2005 Prentice Hall.

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Apresentação em tema: "ORGANIZATIONAL BEHAVIOR S T E P H E N P. R O B B I N S E L E V E N T H E D I T I O N W W W. P R E N H A L L. C O M / R O B B I N S © 2005 Prentice Hall."— Transcrição da apresentação:

1 ORGANIZATIONAL BEHAVIOR S T E P H E N P. R O B B I N S E L E V E N T H E D I T I O N W W W. P R E N H A L L. C O M / R O B B I N S © 2005 Prentice Hall Inc. All rights reserved. PowerPoint Presentation by Charlie Cook Chapter 12 Basic Approaches to Leadership TWELFTH EDITION

2 © 2005 Prentice Hall Inc. All rights reserved.12–1 Carisma Persuasão Fidelidade Oratória Foco em resultados Saber lidar copm as pessoas Motivar Organizar idéias Auto-confiança Respolnsabilidade Ética

3 © 2005 Prentice Hall Inc. All rights reserved.12–2 Características do lider na sua opinião Auto-confiança Confiança na equipe Comunicação Persuasão Motivação Ética Carisma Caráter

4 © 2005 Prentice Hall Inc. All rights reserved.12–3 Atenção agora! No seu trabalho vc DEVE analisar: Quem é o entrevistado: histórico, formação, carreira, cargo atual, empresa, objetivos, desenvolvimento Liderados: área, equipe, objetivos Sobre liderança - traços do lider - comportamentos (tarefa ou pessoas?) - grid gerencial - liderança situacional Gestão de pessoas: - motivação da equipe? -Avaliação e feedback de desempenho -- seleção? Conclusões + ele é um líder ou um chefe?

5 © 2005 Prentice Hall Inc. All rights reserved.12–4 What Is Leadership? Leadership The ability to influence a group toward the achievement of goals Management Use of authority inherent in designated formal rank to obtain compliance from organizational members.

6 © 2005 Prentice Hall Inc. All rights reserved.12–5 Trait Theories Leadership Traits: Ambition and energyAmbition and energy The desire to leadThe desire to lead Honest and integrityHonest and integrity Self-confidenceSelf-confidence IntelligenceIntelligence High self-monitoringHigh self-monitoring Job-relevant knowledgeJob-relevant knowledge Leadership Traits: Ambition and energyAmbition and energy The desire to leadThe desire to lead Honest and integrityHonest and integrity Self-confidenceSelf-confidence IntelligenceIntelligence High self-monitoringHigh self-monitoring Job-relevant knowledgeJob-relevant knowledge Traits Theories of Leadership Theories that consider personality, social, physical, or intellectual traits to differentiate leaders from nonleaders.

7 © 2005 Prentice Hall Inc. All rights reserved.12–6 Behavioral Theories Trait theory: Leaders are born, not made.Trait theory: Leaders are born, not made. Behavioral theory: Leadership traits can be taught.Behavioral theory: Leadership traits can be taught. Trait theory: Leaders are born, not made.Trait theory: Leaders are born, not made. Behavioral theory: Leadership traits can be taught.Behavioral theory: Leadership traits can be taught. Behavioral Theories of Leadership Theories proposing that specific behaviors differentiate leaders from nonleaders.

8 © 2005 Prentice Hall Inc. All rights reserved.12–7 Ohio State Studies Initiating Structure The extent to which a leader is likely to define and structure his or her role and those of sub- ordinates in the search for goal attainment. Consideration The extent to which a leader is likely to have job relationships characterized by mutual trust, respect for subordinates ideas, and regard for their feelings.

9 © 2005 Prentice Hall Inc. All rights reserved.12–8 University of Michigan Studies Employee-Oriented Leader Emphasizing interpersonal relations; taking a personal interest in the needs of employees and accepting individual differences among members. Production-Oriented Leader One who emphasizes technical or task aspects of the job.

10 © 2005 Prentice Hall Inc. All rights reserved.12–9 The Managerial Grid (Blake and Mouton)

11 © 2005 Prentice Hall Inc. All rights reserved.12–10 A Grade Gerencial 9,9 Gerência em equipe As realizações de trabalho são de pessoas comprometidas; a interdependência através de um interesse comumno objetivo da organização leva a relações de confiança e respeito. 1,9 Gerência de Clube de Campo Atenção cuidadosa às necessidades das pessoas para satisfazer relacionamentos leva a uma organização com atmosfera e ritmo de trabalho amigável, confortável. 1,1 Gerência empobrecida Exercer esforço mínimo para ter desempenhado o trabalho exigido é apropriado para manter a afiliação à organização 9,1 Obediência-autoridade A eficiência em operações resulta de arranjar as condições de trabalho de forma que elementos humanos interfiram em grau mínimo. 5,5 Gerência de organização humana O desempenho adequado da organização é possível através do equilíbrio da necessidade de conseguir trabalhar e manter o moral das pessoas num nível satisfatório. Preocupação com as pessoas Preocupação com a produção

12 © 2005 Prentice Hall Inc. All rights reserved.12–11 Mini-caso Primeiro caso de liderança

13 © 2005 Prentice Hall Inc. All rights reserved.12–12 Contingency Theories Fiedlers Contingency Model The theory that effective groups depend on a proper match between a leaders style of interacting with subordinates and the degree to which the situation gives control and influence to the leader. Least Preferred Co-Worker (LPC) Questionnaire An instrument that purports to measure whether a person is task- or relationship-oriented.

14 © 2005 Prentice Hall Inc. All rights reserved.12–13 Cognitive Resource Theory Research Support : Less intelligent individuals perform better in leadership roles under high stress than do more intelligent individuals. Less experienced people perform better in leadership roles under low stress than do more experienced people. Research Support : Less intelligent individuals perform better in leadership roles under high stress than do more intelligent individuals. Less experienced people perform better in leadership roles under low stress than do more experienced people. Cognitive Resource Theory A theory of leadership that states that stress can unfavorably affect a situation and that intelligence and experience can lessen the influence of stress on the leader.

15 © 2005 Prentice Hall Inc. All rights reserved.12–14 Hersey and Blanchards Situational Leadership Theory Situational Leadership Theory (SLT) A contingency theory that focuses on followers readiness. Leader: decreasing need for support and supervision Follower readiness: ability and willingness Unable and Unwilling Unable but Willing Able and Willing Directive High Task and Relationship Orientations Supportive Participative Able and Unwilling Monitoring

16 © 2005 Prentice Hall Inc. All rights reserved.12–15 Leadership Styles and Follower Readiness (Hersey and Blanchard) Willing Unwilling Able UnableDirective High Task and Relationship Orientations Supportive Participative Monitoring Follower Readiness Leadership Styles

17 © 2005 Prentice Hall Inc. All rights reserved.12–16 Leader–Member Exchange Theory Leader-Member Exchange (LMX) Theory Leaders create in-groups and out-groups, and subordinates with in-group status will have higher performance ratings, less turnover, and greater job satisfaction.

18 © 2005 Prentice Hall Inc. All rights reserved.12–17 Leader-Member Exchange Theory

19 © 2005 Prentice Hall Inc. All rights reserved.12–18 The Path-Goal Theory

20 © 2005 Prentice Hall Inc. All rights reserved.12–19 Charismatic Leadership Project a powerful, confident, dynamic presence Articulate an overarching goal Communicate high performance expectations and confidence in others ability to meet these expectations Are sensitive to the needs of followers


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