FIGURE 13-1 Leading viewed in relationship the other management functions. Schermerhorn/Management, 7e Chapter 13, Figure 13-01

Complexity Planning & Budgeting Targets/Goals Organizing & Staffing Controlling & Problem Solving Change Setting Direction -- Visions Aligning People Motivating “Inspiring/Moving” Rational Intuitive ManagersLeaders

WHAT LEADERS DO... Recruits, doesn’t just hire Breathes vision into people Models positive behavior Challenges, provokes Is intellectually stimulating Doesn’t interfere, has courage to let it happen Discovers talents Builds the habitat for creativity Instills ownership

Schermerhorn - Chapter 13 4 Leadership, vision, and visionary leadership  Leadership The process of inspiring others to work hard to accomplish important tasks.  Visionary leadership A leader who brings to the situation a clear and compelling sense of the future as well as an understanding of the actions needed to get there successfully.

Visionary Leadership “I have a dream... “

Schermerhorn - Chapter 13 6 What is the nature of leadership?  Power  Ability to get someone else to do something you want or make things happen the way you want.

Schermerhorn - Chapter 13 7 What is the nature of leadership?  Sources of position power  Reward power (offering value)  Coercive power (by punishment)  Legitimate power (by authority)  Sources of personal power: power that lies within an individual  Expert power: influence because of knowledge and skills  Referent power: influence by having others admire you

FIGURE 13-2 Sources of position power and personal power used by managers. Schermerhorn/Management, 7e Chapter 13, Figure 13-02

Types of Power Reward Coercive Legitimate Expert Referent

Types of Power Reward Coercive Legitimate Expert Referent

Types of Power Reward Coercive Legitimate Expert Referent

Types of Power Reward Coercive Legitimate Expert Referent

Types of Power Reward Coercive Legitimate Expert Referent

Schermerhorn - Chapter Turning power into influence …  Successful leadership relies on acquiring and using all sources of power.  Use of reward power or legitimate power produces temporary compliance.  Use of coercive power produces, at best, temporary compliance accompanied by resistance.  Use of expert power or referent power generates commitment.

Schermerhorn - Chapter Leadership and empowerment  Empowerment The process through which managers enable and help others to gain power and achieve influence.  Effective leaders empower others by providing them with: Information Responsibility Authority Trust

Schermerhorn - Chapter Reflection: when did someone empower YOU? 1. Involve others in selecting their work assignments and task methods. 2. Create an environment of cooperation, information sharing, discussion, and shared ownership of goals. 3. Encourage others to take initiative, make decisions, and use their knowledge. 4. Find out what others think and let them help design solutions. 5. Give others the freedom to put their ideas and solutions into practice. 6. Recognize successes and encourage high performance.

Management Fundamentals - Chapter 1317 Classic leadership styles Autocratic style Emphasizes task over people, keeps authority and information within the leader’s tight control, and acts in a unilateral command-and-control fashion.

Management Fundamentals - Chapter 1318 Classic leadership styles Laissez-faire style Shows little concern for task, lets the group make decisions, and acts with a “do the best you can and don’t bother me” attitude.

Management Fundamentals - Chapter 1319 Classic leadership styles Democratic Style Committed to task and people, getting things done while sharing information, encouraging participation in decision making, and helping people develop skills and competencies

Schermerhorn - Chapter Types of Leaders  Charismatic leaders  Develop special leader-follower relationships and inspire others in extraordinary ways.  Transformational leadership  Someone who is truly inspirational as a leader and who arouses others to seek extraordinary performance accomplishments.  Transactional leadership  Someone who is methodical as a leader and keeps others focused on progressing toward goal accomplishment.

Schermerhorn - Chapter Characteristics of transformational leaders  Vision  Charisma  Symbolism  Empowerment  Intellectual stimulation  Integrity

Schermerhorn - Chapter Emotional intelligence  The ability of people to manage themselves and their relationships effectively.  Components of emotional intelligence: Self-awareness Self-regulation Motivation Empathy Social skill

Servant Leadership "The servant-leader is servant first… It begins with the natural feeling that one wants to serve... Then conscious choice brings one to aspire to lead. That person is sharply different from one who is leader first, perhaps because of the need to assuage an unusual power drive … The leader-first and the servant-first are two extreme types.”

Servant Leadership 1. Listening 2. Empathy 3. Healing 4. Awareness: 5. Persuasion 6. Conceptualization 7. Foresight 8. Stewardship 9. Commitment to the growth of people 10. Building community

Schermerhorn - Chapter Gender and leadership  Women tend to use interactive leadership. A style that shares qualities with transformational leadership behaviors.  Men tend to use transactional leadership.  Interactive leadership provides a good fit with the demands of a diverse workforce and the new workplace.  Future leadership success will depend on a person’s capacity to lead through positive relationships and empowerment.

Schermerhorn - Chapter Drucker’s “old-fashioned” leadership  Leadership is more than charisma; it is “good old-fashioned” hard work.  Essentials of “old-fashioned” leadership: Defining and establishing a sense of mission. Accepting leadership as responsibility rather than rank. Earning and keeping the trust of others.

Peter Drucker “Management is doing things right; leadership is doing the right things.”

Schermerhorn - Chapter Ethical aspects of leadership  Integrity … The leader’s honesty, credibility, and consistency in putting values into action. Crucial for transformational leadership and good old-fashioned leadership.  Moral obligation to awaken people’s potential.  Moral leaders instill high expectations and let others do their best.

A final thought.... “Great leaders help others be great.” - Debbie Michailidis