Saber lidar copm as pessoas Motivar Organizar idéias Auto-confiança

Apresentação em tema: "Saber lidar copm as pessoas Motivar Organizar idéias Auto-confiança"— Transcrição da apresentação:

0 Basic Approaches to Leadership
Chapter 12 Basic Approaches to Leadership TWELFTH EDITION

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

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

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? © 2005 Prentice Hall Inc. All rights reserved.

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. © 2005 Prentice Hall Inc. All rights reserved.

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

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

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 subordinate’s ideas, and regard for their feelings. © 2005 Prentice Hall Inc. All rights reserved.

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. © 2005 Prentice Hall Inc. All rights reserved.

9 The Managerial Grid (Blake and Mouton)
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10 A Grade Gerencial 1 2 3 4 5 6 7 8 9 Preocupação com as pessoas
9,9 Gerência em equipe As realizações de trabalho são de pessoas comprometidas; a interdependência através de um “interesse comum”no 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 1 2 3 4 5 6 7 8 9 © 2005 Prentice Hall Inc. All rights reserved. Material pertinent to this illustration is found on page 351.

11 Mini-caso Primeiro caso de liderança
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12 Contingency Theories Fiedler’s Contingency Model
The theory that effective groups depend on a proper match between a leader’s 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. © 2005 Prentice Hall Inc. All rights reserved.

13 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. 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. © 2005 Prentice Hall Inc. All rights reserved.

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

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

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. © 2005 Prentice Hall Inc. All rights reserved.

17 Leader-Member Exchange Theory
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18 The Path-Goal Theory © 2005 Prentice Hall Inc. All rights reserved.

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 © 2005 Prentice Hall Inc. All rights reserved.