Leadership - ch6 Moral.ppt

* * * * * * * * * * * * * * * * * * * * * * * * * Behavioral complexity Leaders who have a broad range of role behaviors are more likely to be effective. Cognitive complexity Leaders who process information differently and perform certain tasks better than less cognitively complex persons. Copyright ? 2010 John Wiley Sons, Inc. 14-* Copyright ? 2010 John Wiley Sons, Inc. 14-* Strategic Leadership in the Middle The need for continuous innovation and adaptability in contemporary organizations calls for leadership from every organizational level. Contextual leadership Assessment of the opportunities and constraints that arise in specific situations, and the behaviors needed to address them. Copyright ? 2010 John Wiley Sons, Inc. 14-* Contexts for Leadership Action Stability Crisis Sudden threats require action and prominent leadership. Dynamic Equilibrium Programmed efforts shift with priorities. Near the Edge of Chaos Requires rapid adjustment to uncertain situations. Copyright ? 2010 John Wiley Sons, Inc. 14-* Patterning of attention Leadership behavior aimed at stimulating discussion and problem resolution. Leader isolates, synthesizes, and communicates important information from diverse stream of events, actions, and outcomes. Copyright ? 2010 John Wiley Sons, Inc. 14-* Network development Leadership behavior that stimulates problem resolution. Developing and managing the connections among individuals, both inside and outside of the unit, or the firm. Copyright ? 2010 John Wiley Sons, Inc. 14-* Change leadership Deals with the idea that an organization must master the challenges of change while creating a satisfying, healthy, and effective workplace for its employees. Copyright ? 2010 John Wiley Sons, Inc. 14-* Transformational change Radically shifts the fundamental character of an organization. Copyright ? 2010 John Wiley Sons, Inc. Incremental change Builds on the existing ways of operating, to enhance or extend them in new directions. 14-* U