Chapter 13

Leaders Individuals who… establish direction for a group gain the group members’ commitment motivate them to achieve goals to move in that direction

What Followers Expect of Leaders Honesty Forward looking Inspiring Competence

Managers vs. Leaders Do the right thing Do things right Vision Planning & budgeting Imaginative ideas Processes & Systems Aligning people with vision Organizing & Staffing Motivate and inspire Control & Problem Solving Produce change Produce order, predicta- bility, results expected by stakeholders

Traits of Successful Business Leaders Drive Honesty and integrity Motivation to be a leader Self-confidence Cognitive ability Knowledge of the business Creativity Flexibility

Leader Behaviors Initiating structure)—organizing and defining what group members should be doing to maximize output - -task Consideration—creating mutual respect or trust; concerned with group members’ needs and desires-- people Task People

Historical View of Leadership Strong Man long agopresent Transactor Visionary HeroSuperLeader

The Path Goal Theory Environmental contingency factors Task structure Formal authority system Work group Outcomes Performance Satisfaction Leader Behavior styles Directive Supportive Participative Achievement oriented Subordinate contingency factors Locus of control Experience Perceived ability

Continuum of Leadership Behavior Leader decides, announces decision “Sells” decision to group Area of freedom of the group Use of authority by leader Gives group as much freedom as possible to define problem and decide Presents problem and boundaries, group decides Presents problem, asks for ideas, decides Presents tentative decision, consults group, and decides Announces decision, permits questions Group CenteredLeader Centered

Transactional vs. Transformational Transactional “Tit for tat” leaders who motivate employees with promises, rewards, and threats Transformational Value-driven change agents who emphasize the importance of tasks and motivate employees with a vision to go beyond self-interest for the good of the organization.

Effective Leadership Practices Challenging the process Inspiring a shared vision Enabling others to act Modeling the way Encouraging the heart

Ethical Charismatic Leaders Use power to serve others Align their vision with followers’ needs and aspirations Accept and learn from criticism Encourage followers to think independently Work to develop followers into leaders

Unethical Charismatic Leaders Motivated by personalized power Pursue their own vision and goals Censure critical or opposing views Encourage blind obedience, dependency, submission Lack internal moral compass

Servant Leaders at Recognize they don’t have all the answers Demonstrate sense of humility and vulnerability Build capability of company and people Advance transformation of self, others, and company

Emotional Intelligence Self-awareness Self-regulationMotivation EmpathySocial skill

Creates meaningProvides a worthwhile challengeEnergizingBrings the future into the presentCreates a common identity