1. Leadership Susan C. Horky, LCSW Pediatric Pulmonary Division University of Florida

3. What is Leadership? Influence others to fulfill a shared goal Direct and manage change Create visions for the organization Motivate and lead people to success Create conditions necessary to achieve goals

6. Trait Theory –Generally discounted –May reflect our own wishes for the magical person who has what we admire –New interest in a leader’s openness to learning and to feedback –Broad range of traits may be desirable as long as the person can use the right trait at the right time

7. Physical vitality and stamina Intelligence and action oriented judgment Eagerness to accept responsibility Task competence Understanding of followers and their needs Skills in dealing with people Need for achievement Capacity to motivate Courage and resolution Trustworthiness Decisiveness Self confidence Assertiveness Adaptability/flexibility Leadership traits (Gardner, 1989)

8. Leader Qualities Clear sense of purpose Persistence Self-Knowledge Perpetual Desire for Learning Love of Work Ability to attract others Emotional Maturity Risk Taking Unwillingness to believe in failure A sense of the public need

9. Factors affecting Leadership Gender Appearance Sibling position Intelligence Height Enthusiasm Self Confidence Social participation (within reason) Culture

10. Aspects of Leadership Authority Power Charisma

11. The right leader for the right moment, task or group. The situation creates the leader Many roles may make good leaders Contigencies: –Relationship between leaders and followers –The structure of the task –Position power Contingency Theory

12. Would an army general be effective as a group leader in an advertising firm? Would a CEO of an accounting firm be an effective leader of other passengers if his plane crashed in the wilderness?

13. Task vs. Maintenance roles Task: Initiator/identifyor of pressing issues Provider of information Provider of opinions Summarizer, Coordinator of views Decision Maker Maintenance Energizer Supporter Harmonizer Gatekeeper

14. Leadership Styles Autocratic, Laissez-Faire, Democratic, participatory Situational: Leader focuses mostly on current concerns and daily operations (manager) Visionary: focuses on identifying future needs and mobilizing resources to reach projected goals. Leader mobilizes idealism and hope

15. Leadership Style Has a powerful effect on group process Is now seen in the context of the relationship of the leader’s style to the group and the group’s needs

16. Transactional Leaders (Wright, 1996) –Recognizes what it is that we want to get from work and tries to ensure that we get it if our performance merits it –Exchanges rewards and promises for our effort –Is responsive to our immediate self interests if they can be met by getting the work done.

17. Transformative Leaders (Wright, 1996) –Raise our level of awareness; our level of consciousness about the significance and value of designated outcomes and ways of reaching them –Get us to transcend our own self interest for the sake of the team, organization or larger polity –Alter our need level (Maslow) and expands our range of wants and needs

18. Transformational Leadership Visionary Appeal to followers’ better nature and move them toward higher and more universal needs and purposes (Bolman and Deal, 1997) Leader is a change agent

19. Behavior Theory People Focused Task Focused High People Low Task (Participatory) High People High Task Low People High Task (Directive) Low People Low Task

20. Four styles for four situations Selling (high task/high relationship): Much direction given by leader But, attempt to get followers to “buy in” Good when people are willing and motivated, but lack maturity or ability Telling (high task/low relationship): Much direction and attention to roles and goals Good for new staff or menial jobs Assumes subordinates are unable or unwilling to do a good job

21. Four styles for four situations Participating (low task/high relationship): Leader facilitates and communicates Good for followers who are capable but unwilling or insecure Delegating (low relationship/low task): Leader identifies problem but followers have responsibility to carry out solution Followers must be competent and mature (know what to do and are motivated to do it.

22. One’s Leadership Style Depends on One’s View of Human Nature Those being led are: Lazy and must be prodded and coerced (Theory X) Motivated and must be supported and stimulated (theory Y)

24. Research Teaching Clinical Policy