Course Flow: Organizational Leadership PART I. INDIVIDUAL LEADERSHIP Who is a Leader? Leadership Traits & Ethics Leadership Behavior & Motivation Contingency Leadership Theories Influencing Power PART I. INDIVIDUAL LEADERSHIP Who is a Leader? Leadership Traits & Ethics Leadership Behavior & Motivation Contingency Leadership Theories Influencing Power PART II. TEAM LEADERSHIP Communication, Coaching & Confict Skills Leader-Member Exchange & Followership Team Leadership & Self-Managed Teams PART II. TEAM LEADERSHIP Communication, Coaching & Confict Skills Leader-Member Exchange & Followership Team Leadership & Self-Managed Teams PART III. ORGANIZATIONAL LEADERSHIP Charismatic & Transformational Leadership Culture, Ethics & Diversity Strategic Leadership & Change Management Crisis Leadership & Learning Organization PART III. ORGANIZATIONAL LEADERSHIP Charismatic & Transformational Leadership Culture, Ethics & Diversity Strategic Leadership & Change Management Crisis Leadership & Learning Organization

Who Is a Leader and What Skills Do Leaders Need? PowerPoint Presentation prepared by Charlie Cook, The University of West Alabama © 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Chapter 1 PART ONE INDIVIDUALS AS LEADERS

Learning Outcomes ~–3 Describe 5 key elements of leadership Describe 5 key elements of leadership Define managerial leadership skills. Define managerial leadership skills. List 10 managerial roles based on 3 categories. List 10 managerial roles based on 3 categories. Explain the interrelationships among the levels of leadership analysis. Explain the interrelationships among the levels of leadership analysis. Explain how trait, behavioral, and contingency leadership theories are related. Explain how trait, behavioral, and contingency leadership theories are related.

I. Leadership Defined 5 Elements of Leadership LeadershipLeadership  Is the influencing process of leaders and followers to achieve organizational objectives through change 1–4

All managers perform four major functions:All managers perform four major functions:  Planning, organizing, Leading, Controlling  Thus, leadership is a part of every manager’s job Are all leaders managers?Are all leaders managers?  A Manager -formal title & designated authority  A Leader- a person (manager or nonmanager) with influence  A Follower -a person influenced by a leader 1–5 I. 5 Elements of Leadership Leaders-Followers

InfluenceInfluence  process of leader communicating ideas, gaining acceptance of them, &motivating followers to support and implement ideas via change How Do Managers and Leaders Use InfluenceHow Do Managers and Leaders Use Influence  Managers may influence through coercion  Leaders influence by gaining followers’ commitment and enthusiasm 1–6 I. 5 Elements of Leadership Influence

Technical (Business) SkillsTechnical (Business) Skills  Involve the ability to use methods and techniques to perform a task. Interpersonal SkillsInterpersonal Skills  Involve the ability to understand, communicate, and work well with individuals and groups through developing effective relationships. Decision-making SkillsDecision-making Skills  Are based on the ability to conceptualize situations and select alternatives to solve problems and take advantage of opportunities. 1–7 © 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. II. Defining Managerial Leadership Skills

Technical, Interpersonal, Or Decision-Making Skills?Technical, Interpersonal, Or Decision-Making Skills?  1. Manager is giving an employee sincere thanks for finishing job ahead of schedule.  2. Manager is scheduling employee work hours for next week.  3. Manager is writing an .  4. Manager is running a machine for employee who is out sick.  5. Manager is trying to figure out why dept is behind schedule. 1–8 © 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. II. Defining Managerial Leadership Skills

I NTERPERSONAL FigureheadFigurehead LeaderLeader LiaisonLiaison I NTERPERSONAL FigureheadFigurehead LeaderLeader LiaisonLiaison I NFORMATIONAL MonitorMonitor DisseminatorDisseminator SpokespersonSpokesperson I NFORMATIONAL MonitorMonitor DisseminatorDisseminator SpokespersonSpokesperson D ECISIONAL EntrepreneurEntrepreneur Disturbance-handlerDisturbance-handler Resource-allocatorResource-allocator NegotiatorNegotiator D ECISIONAL EntrepreneurEntrepreneur Disturbance-handlerDisturbance-handler Resource-allocatorResource-allocator NegotiatorNegotiator © 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 1–9 III. Managerial Roles

IV. Levels of Analysis of Leadership Theory: Individual Level: individual leader & relationship with followersIndividual Level: individual leader & relationship with followers  “dyadic process” Group Level: relationship between individual leader & collective group of followersGroup Level: relationship between individual leader & collective group of followers  “group process” Organization Level: how top management influences organizational performanceOrganization Level: how top management influences organizational performance  “organizational process” How are these levels related? 1–10 OrganizationGroup Individual

V. Leadership Theories Theory? Explains leadership to inform practice.Theory? Explains leadership to inform practice. Practically valuable? Understand, predict, & control successful leadershipPractically valuable? Understand, predict, & control successful leadership Leadership Paradigm: Shared mindset; changed over last 60 yrsLeadership Paradigm: Shared mindset; changed over last 60 yrs 1–11 BehavioralBehavioralTraitTrait ContingencyContingency IntegrativeIntegrative Leadership Theory Classifications

V. Leadership Theories Shift from Management to the Leadership Theory Paradigm Old-Style Managers:Old-Style Managers:  Were autocratic  Made all decisions  Maintained tight controls over employees New Leader-Managers:New Leader-Managers:  Are primarily participative  Focus on leadership  Share management functions with employees  Have good relationships with followers  Realize that people are the most important asset © 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 1–12

Course Flow: Organizational Leadership PART I. INDIVIDUAL LEADERSHIP Who is a Leader? Leadership Traits & Ethics Leadership Behavior & Motivation Contingency Leadership Theories Influencing Power PART I. INDIVIDUAL LEADERSHIP Who is a Leader? Leadership Traits & Ethics Leadership Behavior & Motivation Contingency Leadership Theories Influencing Power PART II. TEAM LEADERSHIP Communication, Coaching & Conflict Skills Leader-Member Exchange & Followership Team Leadership & Self-Managed Teams PART II. TEAM LEADERSHIP Communication, Coaching & Conflict Skills Leader-Member Exchange & Followership Team Leadership & Self-Managed Teams PART III. ORGANIZATIONAL LEADERSHIP Charismatic & Transformational Leadership Culture, Ethics & Diversity Strategic Leadership & Change Management Crisis Leadership & Learning Organization PART III. ORGANIZATIONAL LEADERSHIP Charismatic & Transformational Leadership Culture, Ethics & Diversity Strategic Leadership & Change Management Crisis Leadership & Learning Organization TheoryApplicationSkill Development Research References Learning Outcomes Key Terms Summary Review questions Opening cases Work applications Concept applications Critical thinking questions Cases Video cases You make the ethical call Self-assessment exercises Case role-playing exercises Step-by-step behavior models Behavior model videos Developing your leadership skills exercises Behavior modeling training 3-PRONGED APPROACH TO LEADERSHIP DEVELOPMENT