2. LEADERSHIP

3. “The process of influencing the activities of an organized group in its efforts toward goal setting and goal achievement” (Stogdill, 1950, p. 3) The key components to this definition: - an interpersonal process between one person and a group - can’t have ‘leaders’ without ‘followers’

4. Leadership Leadership: guidance of others in their pursuits, often by organizing, directing, coordinating, supporting, and motivating their efforts.

5. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 16–4 Leader – Someone who can influence others and who has managerial authority Leadership – What leaders do; the process of influencing a group to achieve goals Ideally, all managers should be leaders

6. LeadersManagers Leaders & Managers

7. Managers are persons appointed to positions of authority who enable others to do their work effectively, who have responsibility for resource utilization (people, materials, equipment, and capital resources), and who are accountable for work results. Leadership is one of the roles that a manager needs to exercise. By executing the leadership role, managers get things done through people.

8. Leadership Role: to provide inspiration, create opportunities, energize people and make key choices Management Role: to make things happen and keep work on track; to supervise endless details and engage in complex interactions that are routinely part of an development.

9. Power is typically thought of as the capacity or ability to influence and thus the greater a person’s power, the greater the potential for influencing others. Two types of power: Position Power - based on a manager’s rank in an organizational structure and is given to the manager by superiors. Personal Power – based on a person’s individual characteristics and is in part given by subordinates.

10. The manager’s position gives him or her the power to reward or punish subordinates in order to influence their behavior. Legitimate Power Power coming from a formal management position in an organization and the authority granted to it. Reward Power Stems from the authority to bestow rewards on other people. Coercive Power the authority to punish or recommend punishment.

11. Legitimate – How much authority does the organization give to your position. Coercive – Are you able to punish others or withhold rewards? Reward – Are you able to give others the rewards they want? HIGH LOW

12. Expert Power Power resulting from a leader’s special knowledge or skill regarding the tasks performed by followers. Referent Power comes from a leader’s personal characteristics that command followers’ identification, respect and admiration so they wish to emulate the leader.

13. Expert – Do you have knowledge that others need? Referent – Do other respect you and want to be like you? HIGH LOW

14. Leader’s Traits LEADER Motivation to Lead Desire to influence others, comfortable using power Emotional Maturity Even tempered, calm under stress, unself-centered, nondefensive Self-Confidence Set high goals for self and others, optimistic about upcoming obstacles, (If taken to extreme, can lead to arrogance and sense of infallibility Drive Achievement, ambition energy, tenacity, initiative Honesty & Integrity Trustworthy, open, forthright

15. Technical Skills Conceptual Skills Logical reasoning, judgment, analytical ability Technical Skills Specialized knowledge, including when and how to use them Interpersonal Skills Sensitivity, persuasiveness, empathy

16. Task Behaviors (Initiating Structure) People Behaviors (Consideration) Specific roles and tasksIs friendly Plan assignmentsIs supportive Schedules workShow trust and confidence in subordinates Sets performance standardsShows concern for subordinates’ welfare Develops proceduresGives recognition to subordinates for their accomplishments

17. Leadership effectiveness is determined by the interaction between the leader's personal characteristics and the characteristics of the situation Leaders are classified as person ‑ oriented or task ‑ oriented (which type will be more effective depends on the leader's degree of situational control) Control depends on relationship between leader/followers, the degree of task structure, and the leader's authority (position power)

18. Measuring Motivational Style Least Preferred Coworker Scale, or LPC scale. “Think of the person whom you least like to work with”

19. He or she may be someone you work with now or someone you knew in the past. This coworker does not have to be the person you like least but should be the person with whom you had the most difficulty in getting a job done.

20. Path ‑ goal theory focuses on the kinds of leader behaviors that allow subordinates to achieve personal and organizational goals Four leadership styles can be adopted to facilitate employee attainment of goals Directive Supportive Participative Achievement ‑ oriented

21. Situation Leader BehaviorImpact on FollowerOutcome Supportive Leadership Directive Leadership Achievement- Oriented Leadership Participative Leadership Followers lack self-confidence Ambiguous job Lack of job challenge Incorrect reward Increases confidence to achieve work outcomes Clarifies path to reward Set and strive for high goals Clarifies followers’ needs to change rewards Increased effort; improved satisfaction and performance

22. Substitutes for Leaderships Professional Orientation Ability, experience, training Direct feedback from the task Intrinsically satisfying task Advisory or staff support Cohesive work group

23. Charismatic Leadership CHARISMATIC LEADER Strong belief in own ideas High level of self-confidence Strong need for power Engages in impression management Demonstrates self-sacrifice towards organization Uses innovative or unorthodox actions to achieve goals Emphasizes ideals, values and lofty goals Communicates high expectations for followers’ performance Models desired behaviors Inspires followers

24. Transformational leaders are not constrained by their followers' perceptions but are free to act to transform (change) their followers' views They challenge and inspire with a sense of purpose and excitement They create a vision and communicate it while accepting feedback and suggestions

25. IdealizedInfluence Describes leaders who act as strong role models for followers InspirationalMotivation Leaders who communicate high expectations to followers, inspiring them through motivation to commitment and engagement in the shared vision of the organization IntellectualStimulation Stimulates followers to be creative and innovative; challenges their own beliefs and values and those of leader and organization IndividualizedConsideration Leaders who provide a supportive climate in which they listen carefully to the needs of followers

26. The exchange process between leaders and followers in which effort by followers is exchanged for specified rewards Leadership that involves corrective criticism, negative feedback, and negative reinforcement Two forms Two forms Active - Watches follower closely to identify mistakes/rule violations Active - Watches follower closely to identify mistakes/rule violations Passive - Intervenes only after standards have not been met or Passive - Intervenes only after standards have not been met or problems have arisen problems have arisen ContingentReward Management by Exception