What is effective leadership? 1. __________________________ 2. __________________________ 3. __________________________ 4. __________________________ 5. __________________________ 6. __________________________ 7. __________________________ 8. __________________________ 9. __________________________ 10. __________________________

LEADERSHIP THE ABILITY TO INFLUENCE PEOPLE

BASES OF INFLUENCE French & Raven LEGITIMATE COERCIVE REWARD EXPERT REFERENT

BASES OF INFLUENCE Weber LEGITIMATE TRADITIONAL CHARISMATIC

BASES OF INFLUENCE Another view CONTROL RESOURCES AWARE OF IT WANT TO HAVE POWER KNOW HOW TO USE IT

LEADERSHIP & MANAGER DELEGATION OF AUTHORITY MOTIVATION CONTROL CULTURE VISION

LEADERSHIP TRAITS NO CONSISTENT SET OF TRAITS

THEORY X 1. PEOPLE INHERENTLY DISLIKE WORK, WILL AVOID IT 2. NOT TAKE RESPONSIBILITY, WANT FORMAL DIRECTION 3. WANT SECURITY, LITTLE AMBITION 4. MUST BE COERCED, CONTROLLED, THREATENED

THEORY Y 1. WORK NATURAL AS PLAY, REST 2. SELF DIRECTION, SELF CONTROL 3. ACCEPT, SEEK RESPONSIBILITY 4. ABILITY TO MAKE GOOD DECISIONS NORMAL

LEADER BEHAVIOR Lewin, Lippit, Whyte Satisfaction Productivity + + Demo. - + Author. Laissez Faire ? ?

LEADER BEHAVIOR Ohio State INIATING STRUCTURE: STRESS GOALS DEFINES, STRUCTURES ROLES CONSIDERATION CONCERN FOR SUBORDINATE’S NEEDS, FEELSINGS

BEHAVIOR MODELS OF LEADERSHIP Ohio State IS Con- sideration Managerial Grid Concern for Production Concern for People Hershey Blanchard Task Behavior Relationship Michigan Production Oriented Employee Fiedler Task Oriented Relationship

LIFE CYCLE Hersey & Blanchard HIGH PARTICIPATING SELLING RELATIONSHIP BEHAVIOR LOW DELEGATING TELLING TASK BEHAVIOR LOW HIGH HIGH MODERATE LOW SUBORDINATE MATURITY

PATH - GOAL House 4 BEHAVIORS DIRECTIVE SUPPORTIVE ACHIEVEMENT ORIENTED PARTICIPATIVE

DIRECTIVE INFORMS SUBORDINATES WHAT IS EXPECTED SCHEDULES WORK GIVES SPECIFIC GUIDANCE

SUPPORTIVE IS FRIENDLY SHOWS CONCERN FOR NEEDS OF SUBORDINATES

ACHIEVEMENT ORIENTED SETS CHALLENGING GOALS EXPECTS SUBORDINATES TO PERFORM AT THEIR HIGHEST LEVEL

PARTICIPATIVE CONSULTS WITH SUBORDINATES USES THEIR SUGGESTIONS

FINDINGS Directive leadership; greater satisfaction when tasks are ambiguous or stressful than when they are highly structured.

FINDINGS Supportive leadership; higher performance and satisfaction with structured tasks.

FINDINGS Directive leadership; perceived as redundant by subordinates with high perceived ability or with considerable experience.

FINDINGS Clear formal authority; use more supportive behavior and less directive.

FINDINGS Directive leadership; higher satisfaction when substantive conflict within the group.

FINDINGS Achievement leadership; increases subordinates’ expectancies that effort will lead to high performance when tasks are ambiguous.

FINDINGS Participative leadership; people with internal locus of control more satisfied with it.

FINDINGS Directive leadership; people with external locus of control more satisfied with it.

LEADER PARTICIPATION Vroom & Jago See participative decision making

CHARISMATIC LEADERSHIP ALSO SEE TRANSFORMATIONAL LEADERSHIP

TRANSFORMATIONAL LEADERSHIP INFLUENCES PEOPLE TO PERFORM ABOVE NORMAL EXPECTATIONS

TRANSFORMATIONAL LEADERSHIP CHARISMATIC INSPIRATIONAL INTELLECTUAL STIMULATION INDIVIDUALIZED CONSIDERATION

PRINCIPLE CENTERED BEHAVIOR BASE IS PRINCIPLES HONESTY FAIRNESS INTEGRITY

ATTRIBUTION THEORY ATTRIBUTE LEADERSHIP SKILLS TO SUCCESSFUL PEOPLE PEOPLE IN TRADITIONAL ROLES PEOPLE WE LIKE HIGH STATUS PEOPLE PHYSICAL CHARACTERISTICS/THINGS Height Head of the table

PRACTICAL APPROACH? FACTORS IN ANALYZE AND BE FLEXIBLE THE MANAGER THE SUBORDINATES THE SITUATION ANALYZE AND BE FLEXIBLE

THE MANAGER VALUE SYSTEM CONFIDENCE IN SUBS. LEADERSHIP INCLINATIONS BELIEF ABOUT INVOLVING SUBORDINATES CONFIDENCE IN SUBS. LEADERSHIP INCLINATIONS DIRECTIVE, SUPPORTIVE SKILL IN DELEGATING OTHER FACTORS TOLERANCE FOR AMBIGUITY CONTROL

THE SUBORDINATES INDEPENDENCE TAKE RESPONSIBILITY TOLERANCE FOR AMBIGUITY INTEREST UNDERSTAND, AGREE WITH GOALS KNOWLEDGE, EXPERIENCE EXPECTATIONS

THE SITUATION TYPE OF ORGANIZATION INFORMATION AVAILABLE? VALUES, CULTURE GEOGRAPHICAL DISPERSION INFORMATION AVAILABLE? TIME PRESSURE

DIFFICULT TO BE FLEXIBLE? PERSONALITY STRUUCTURED AT VERY EARLY AGE COMPLEX HISTORY OF PAST BEHAVIOR LITTLE FEEDBACK ABOUT CAUSE & EFFECT TOP MANAGEMENT INFLUENCE

SUBSTITUTES FOR LEADERSHIP PERSONAL FACTORS LOCUS OF CONTROL INDEPENDENCE EXPERIENCE

SUBSTITUTES FOR LEADERSHIP JOB, ORG. FACTORS ROUTINE STRUCTURED GOALS, RULES, ETC.

SUBSTITUTES FOR LEADERSHIP GROUP FACTORS NORMS COHESION INFORMAL LEADER