Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
CHALLENGES
IN THE 21ST
CENTURY
2 Leadership
Approaches
4 Leadership
and
managing
diversity 6 Leadership
and
motivation
Leadership
challenges in the
1 Understanding 21st century
Leadership
3 Leadership and
environmental
5 Leadership and change
communication
9 Concluding
remarks
8 Leadership and the
continuously
improving 7 Leadership and
ethics
organisation
Rapidly changing environment
Gobalisation
Technology
Greater competition
Inputs
Skills
Markets
Greater uncertainty
Information management
Understanding leadership - I
Definition of leadership
A social influence process that involves
determining the groups objectives,
motivating behaviour in pursuit of these
objectives, and influencing group
maintenance and cultures
(Goodman, 1998:435)
Understanding leadership - II
Leadership Management
Vision
Day -to- day
?
Strategy
responsibilities
Change
management
Understanding leadership -
Aspiration
Leadership
Understanding
Collaboration
complexity and
change
Leadership approaches - I
Behavioural
Trait approach
approach
Contingency
approach
Classification
New theory
Leadership approaches - II
self-
Drive
confidence
Natural honesty &
leaders integrity
motivation
Relationship
Development
Task orientation orientation
orientation
Empathy
Goal setting Trust
Experimentation
Standard setting Supportive of
Innovation
Supervision needs
Change
Giving direction Shared decision
management
making
Leadership approaches - IV
at
Relationship llin High
cip
Low task
Pa
rti g Relationship
g
tin
Te
ga
llin
Relationship Low
le
g
De
Performance Satisfaction
Ability Behaviour
Control
Needs Directive
Supportive
Participative
Task structure Achievment
orientated
Structured
Unstructured
Leadership approaches - VIII
New theory
Transformational
Leadership
Focus on influencing attitudes
and assumptions of staff.
Building commitment to the
mission and objective of the
organisation
Transactional Leadership
Task
Environment Technological
Economic
forces
forces
Customer
Resources
Profile
Organisation
Competitive
Structure of
Socio-
Politico-legal Industry
cultural
forces forces
Leadership and environmental
change - II
At the centre of successful management of the
environment is a well developed strategy.
Success is detemined by the
leaders ability to ...
PEOPLE CULTURE
Organisation
STRATEGY Group
FORMAL
ORGANISATION Individual
Leadership and environmental
change - IV
Some key environmental factors that affects
South African businesses:
Political transformation Open Economy
Populous expectation Trade liberalisation
Regional conflict Labour mobility
Migration from Africa Skills shortage
Aids Affirmative Action
Technological Global competition
advancement Emerging market status
Leadership and environmental
change
Management of environmental change
will demand of the leader...
Vision
Focus
Strategic insight
Courage
Inspiration
Innovation
Embracing change
Leadership and managing
diversity - I
The world is rapidly evolving into a global
society. This poses significant challenges
for the leader with respect to the
management of
Cultural diversity
Language diversity
Ethnic diversity
Religious diversity
Leadership and managing
diversity - II
Diversity - threats and opportunities
THREATS OPPORTUNITIES
Conflict Skill Diversity
Communication Diversity of
barriers experience
Negative impact on Source of innovation
productivity
Source of creativity
motivation
Loss of business
opportunities
Leadership and managing
diversity - III
Five capabilities for leading across cultures
Heightened self-awareness
The habit of inviting feedback
A thirst for learning
Work-life integration
Respect for differences in others
(
Leadership and managing
diversity - IV
Maximilism Marginalism
Cognitive complexity
Leadership and managing
diversity - V
Qualities required for effective management of diversity
Motivation
Communication
Control
Social context
Feedback
noise noise
Leadership and communication
- III
Barriers to effective communication
Information manipulation.
Selective perception
Deffensiveness
Lanuage
Prejudices
Cross -cultural diversity
Trust and credibility
Leadership and communication
- IV
Vision becomes
reality
through
communication
Leadership and motivation - I
Esteem
Affiliation
Security
Physiological
Leadership and motivation - III
Needs based theories of employee motivation -
Herzberg
Achievement Motivators
Recognition
Work itself
Responsibilty
Company policy
Advancement
Administration
Supervision
Salary
Hygiene Working conditions
factors Interpersonal Relationships
Leadership and motivation - IV
Acquired - needs theory of employee motivation -
Mc Clelland
Expectancy
Performance
Instrumentality
Outcome
Valence
Leadership and Motivation - VI
Contemporary motivational issues
Goal-setting Management
MBO activities
Guide and direct Meet with
behaviour Subordinate
Work with
Provides challenge
and measurement Suboradinate
Set achievable but
standard
challenging goals
Defines priorities
provide feedback
Leadership and motivation - VI
Contemporary motivational issues
Participative Management
management activities
Shared decision- Give up authority
making Generate a culture
Empowering of trust.
employees Communicate
Supportive
environment
Leadership and motivation -
summary
Top - down Team
Leadership and ethics
CONSUMER
LOCAL GROUP
COMMUNITY OWNER
SUPPLIER
MEDIA
ENVIRONMENTAL
SOCIETY AT GROUP
LARGE
Leadership and ethics
Pespectives of social responsibility
Economic responsibilty
responsiblility for making profits only?
Public responsibility
act in ways consistent with public policy
(law)
Social responsibility
corporations should act in ways that
improve the welfare of society
Leadership and ethics
Approaches available to the leader to address
social responsibility:
be reactive
be defensive
be accomodating
be proactive
Leadership and ethics
Business ethics
The public expects business to perform
ethically and to be socially responsible
Ethical rules exist to protect the public.
Businesses are expected to respect these
rules.
Ethical behaviour also governs the
behaviour toward employees.
Leadership and ethics
Continuous Improvement
Innovation Creativity
Leadership, learning & the
continuously improving organisation
Vision
A visionary leader always sees
the larger perspective, for
visioning means to think big and
new.
Leadership in the 21st Century -
concluding remarks
Reality
A realistic leader always
responds to the facts, for realism
means to have no illusions.
Leadership in the 21st Century -
concluding remarks
Ethics
An ethical leader is always
sensitive to people, for ethics
means to be of service.
Leadership in the 21st Century -
concluding remarks
Courage
A courageous leader always
claims the power to initiate, act
and risk, for courage means to
act with sustained initiative