1. Leadership Qualities, Characteristics of Followers, and Situational Factors
Chapter 3
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2. Qualities That Make a Leader
Vision
Ability
Enthusiasm
Stability
Concern for Others
Self-Confidence
Persistence
Vitality
Charisma
Integrity
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3. Vision A leader requires a strong sense of purpose
Recognizes what must be done and does it
Inspires others
Causes him/her to accept the leadership duties
Questions to ask:
Do I have a plan?
What is the vision for this department or organization?
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4. Vision Questions to ask: Do I have a plan?
What is my vision of what this department or organization should be?
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5. Ability Leaders must know the job
Employees do not respect, and lose faith in, leaders who:
Fail to understand the job
Rely on others when making decisions, giving guidance, or solving problems
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6. Ability Leaders must also: Keep job knowledge current
Have an ability to understand information, formulate strategies, and make decisions
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7. Ability Questions to ask: How competent am I?
Am I current in my field?
Do I set an example because I keep job knowledge current?
Are my perceptions accurate?
Is my memory good?
Are my judgments sound?
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8. Enthusiasm An important trait of a leader:
Form of persuasiveness that causes others to become interested and willing to accept the leader’s accomplishments
Leaders can generate enthusiasm in followers
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9. Enthusiasm Questions to ask:
Do I care personally and deeply about what I am doing?
Do I show enthusiasm to my employees?
Does my enthusiasm ignite others to take action?
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10. Stability
Leaders must understand their world and how it relates to others
Leaders should not:
Bring personal problems to work
Be emotionally unstable
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11. Stability Questions to ask: Do I possess objectivity?
Do I convey stability to my employees?
Do they trust that personal problems will not interfere with my judgment?
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12. Concern for Others
Concern for others is the heart of caring leadership
Leaders must never look down on others or treat people as machines
Must be concerned about others’ welfare
Caring leaders never tear down, belittle, or diminish others
Leaders should possess humility and selflessness
When the interests of others are put first, loyalty is built
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13. Concern for Others Questions to ask:
Do I truly care about my employees as people, or do I view them more as tools to meet my goals?
Do I ever demean people, or do I always lift them up?
If I value my employees, do they know it?
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14. Self-Confidence
Gives the leader inner strength to overcome difficult tasks
People question a leader lacking self-confidence
Successful leaders stay calm and confident
Grace under pressure inspires others
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15. Self-Confidence Questions to ask: What is my self-confidence level?
Do I show confidence in my actions?
Have I done the homework and preparation needed to build self-confidence?
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16. Persistence Drive and determination to stick with difficult tasks are:
Important for business success
Important on the battlefield
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17. Persistence Questions to ask:
Do I have self-drive and the unflagging persistence to overcome adversity?
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18. Vitality Leaders need strength and stamina
Effective leaders are electric, vigorous, active, and full of life, regardless of age or disability
To achieve goals, leaders need stamina, energy, health, and vigor
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19. Vitality Questions to ask: Am I fit for the tasks of leadership?
Do I have sufficient energy?
Am I doing everything I can to keep physically strong?
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20. Charisma
A special personal quality that generates others’ interest and creates followers
Charismatic leaders show optimism, a sense of adventure, and commitment
Results in admiration, enthusiasm, and loyalty of followers
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21. Charisma Questions to ask:
Do I possess a positive outlook and commitment in my demeanor that transforms followers to new levels of performance as well as personal loyalty to me?
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22. Integrity The most important quality of leadership Leads to trust
Honesty, strength of character, and courage
Leads to trust
Trust leads to respect, loyalty, and action
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23. Integrity Questions to ask: Do my people trust me?
Do they know that I seek the truth and am true to my word?
Do they see that I possess strength of character and the courage of my convictions?
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24. Negative Behaviors of Leaders
Incompetence
Rigidity
Intemperance
Callousness
Corruption
Cruelty
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25. Five Derailment Patterns
Failure to meet performance objectives.
Inability to build and lead a team.
Inability to build positive relations with co-workers.
Inability to adapt to changing bosses, followers, and situations.
Inadequate preparation for promotion
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26. Characteristics of Followers
Two characteristics of followers that influence the leadership process are respect for authority and interpersonal trust
People who respect authority figures and have a trusting nature are led more easily than people who disregard authorities and are suspicious of others.
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27. Characteristics of Followers
Reasons employees withhold trust and are self-guarded:
Breakdown of the traditional family
Decline of social structures
Lack of shared values and sense of community
Self interests over public good
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28. Characteristics of Followers
Leadership requires adjustment to followers’ ideas and expectations
Past leaders:
Ruled with authority
Forced employees to obey
Fired or punished employees
Defenses developed by employees:
Organized unions
Created legislation
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29. Characteristics of Followers
People who are oppressed respond in negative ways:
Slowing down production
Producing poor quality work
Uncooperative
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30. Characteristics of Followers
Leaders today:
Motivate employees
Function as facilitators
Believe that trust and respect should be earned
Effective leaders avoid the power tactics of the past
Threatening employees is counterproductive
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31. The Importance of Trust
Deal openly with everyone
Consider all points of view
Keep promises
Give responsibility
Listen to understand
Care about people
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32. Interpersonal Trust Scale
Scores show the tendency to trust others
High score
More trust
Susceptibility to suggestion
Low score
Less trust
Tendency to manipulate
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33. Interpersonal Trust Scale
Figure 3-1
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34. Situational Factors
Situational factors influence the leadership process:
Size of the organization
Social and psychological climate
Patterns of employment
Type, place, and purpose of work performed
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35. Different Kinds of Intelligence
Crystallized intelligence
represents one’s lifetime of intellectual attainments, as shown by vocabulary, accumulated facts about the world, and ability to solve problems within one’s area of expertise.
includes comprehension of information and the ability to communicate in oral and written forms
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36. Different Kinds of Intelligence
Fluid intelligence
involves mental flexibility, as shown by the ability to process information rapidly, as in solving problems in new areas of endeavor
includes reasoning, creative thinking, and memory.
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37. Styles of Leading Important factor: Styles of leading:
Leader-follower compatibility is based on leadership style
Styles of leading:
Directive
Participative
Free-rein
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38. Continuum of Leadership Styles
Figure 3-2
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39. Emphasis in the Use of Power
Figure 5-2
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40. Five Points of Leadership Styles
People develop preferred styles by modeling others, going through formal training, and learning from personal experience
An individual prefers the same style of leading and following
Leaders have been successful along all points of the continuum
There is no universal style of leading
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41. Five Points of Leadership Styles
If leading and following styles conflict, patience and communication are needed in:
Decision making
Goal Setting
Communication
If leading and following styles conflict, patience and communication are needed:
Decision making
Directive leaders are upset by free-rein followers
Free-rein followers work best on special assignments
Goal Setting
Directive followers may be upset by free-rein leaders
Directive followers work best when duties are spelled out
Communication
Participative followers:
Upset by leaders who fail to have staff meetings, ignore the open door policy, and show little concern for others’ feelings
Want open communication and involvement in the decision making process
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42. The Changing Character of Work Culture and Changing Focus of Effective Leadership
Table 5-1
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43. Leadership Effectiveness Today
Leadership is:
More art than science
More skill than knowledge
Difficult
Leaders must add new demands to traditional duties
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44. Leadership Effectiveness Today
Effective leaders must be:
Director and motivator
Implementer and innovator
Mentor and team builder
Expert and moral force
Organizer and developer of people
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45. Leadership Demands and Duties
Table 3-2
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