1. Leadership

2. Learning Outcomes
Define leadership and explain its importance for organizations.
Identify personal characteristics associated with effective leaders.
Define task-oriented behavior and people-oriented behavior in leaders.
Describe situational theory of leadership.
Discuss how leadership fits the organizational situation and how organizational characteristics can substitute for leadership behaviors.
Describe transformational leadership and when it should be used.
Explain how followership is related to effective leadership.
Identify sources of leader power and the tactics leaders use to influence others.
Explain servant leadership and moral leadership and their importance in contemporary organizations.

3. Leaders - Defined Individuals who… establish direction for a group
Individuals who…
establish direction for a group
gain the group members’ commitment
motivate them to achieve goals to move in that direction
Leadership is the ability to influence people toward the attainment of goals.

4. Contemporary Leadership
Four approaches for today’s turbulent times:
Level 5 Leadership
Servant Leadership
Authentic Leadership
Interactive Leadership (gender differences)

5. Level 5 Leadership Modest/humility
Modest/humility
Quietly determined based on inspired standards rather than charisma
Ambitious for the firm rather than for themselves
Driven to achieve sustained results and success
Give credit to others for success and take blame for failure

6. Are All Managers Leaders?
Managers
Leaders
Do things right
Do the right thing
Planning and budgeting
Vision
Processes and systems
Imaginative ideas
Organizing and staffing
Aligning people with vision
Control and problem solving
Motivate and inspire
Produce order, predictability, results expected by stakeholders
Produce change

7. Personal Characteristics of Leaders

8. Behavioral Approaches to Leadership
Ohio State Studies
Consideration: people-oriented behavior
Initiating structure: task-behavior that directs work activities
Michigan Studies
Employee-centered leaders: focused on subordinates human needs
Job-centered leaders: meeting schedules, keeping costs low and achieving productivity
The Leadership Grid
Built on both Ohio State and Michigan Studies
Two-dimensional grid w/ five major management styles

9. The Leadership Grid
Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

10. Contingency Approaches
Hersey and Blanchard’s Situational Theory
Characteristics of followers and determining appropriate leadership behavior
Adopt one of four leadership styles
Fiedler’s Contingency Theory
Apply leader’s style to organizational situation
Is situation favorable on unfavorable to the leader’s style

11. Situational Theory of Leadership
Four leadership styles involving various combinations of:
Task behavior: includes using one-way communication, spelling out duties, and telling followers what to do and where, when, and how to do it.
Relationship behavior: includes using two-way communication, listening, encouraging, and involving followers in decision making, and giving emotional support

12. Situational Leadership® Model: Situational Contingency
Readiness: a follower’s ability to set high but attainable task-related goals and a willingness to accept responsibility for reaching them
Not a fixed characteristic of followers—depends on the task
Readiness level of followers influenced by:
training received
technical expertise
experience with the specific task
motivation
self-efficacy

13. The Situational Leadership® Model
FOLLOWER READINESS
High
Moderate
Low R4 R3 R2 R1
Able and willing or confident
Able but unwilling or insecure
Unable but willing or confident
Unable and unwilling or insecure
Follower
Directed
Leader
Directed
Source: P. Hersey, et al. Management of Organizational Behavior: Leading Human Resources, 8th ed. (Upper Saddle River, NJ: Prentice Hall, 2001), p Copyright © 2001, Center for Leadership Studies, Escondido, CA. Used with permission.

14. Situational Leadership® Model:
Telling style: leader provides clear instructions, give specific directions, and supervises the work closely
Use when followers are low in readiness (R1)
Selling style: leader provides direction, encourages two-way communication, and helps build confidence and motivation on the part of the follower
Use when followers are somewhat moderate in readiness (R2)

15. Situational Leadership® Model:
Participating style: leader encourages followers to share ideas and facilitates the work by being encouraging and helpful to subordinates
Use when followers are moderate in readiness (R3)
Delegating style: leader turns over responsibility for making and implementing decisions to followers
Use when followers are high in readiness (R4)

16. Situational Theory: Hersey & Blanchard

17. How Leader Style Fits the Situation

18. Substitutes and Neutralizers for Leadership

19. Charismatic Leadership
Are adept at communicating an inspiring vision
Elicit:
High levels of performance
Loyalty
Sacrifice
Enthusiasm

20. Transformational vs. Transactional Leadership
Transformational leaders drive innovation and change
Recognize needs of followers
Inspire others to believe in themselves
Different than transactional leadership
Initiate structure, provide rewards
Excel in management functions
Transformational leaders have positive impact on followers

21. Followership Leaders can develop understanding of followers
Leaders can develop understanding of followers
Good followers have leadership traits
Effective followers are independent, critical thinkers

22. Power and influence are not the same.
Power and influence are not the same.
Position Power
Legitimate Power: formal position
Reward Power: authority to reward others
Coercive Power: authority to punish or recommend
Personal Power
Expert Power: knowledge and skills
Referent Power: personal characteristics
Other Source of Power
Personal Effort: initiative
Network of Relationships: cultivated people resources
Information: access to information

23. Leadership as Servant Servant Leadership Moral Leadership
Servant Leadership
Leaders who transcend self-interest to serve others in the organization
Servant leaders give away their power, information, ideas, recognition
Moral Leadership
Business is about values, not just economic performance
Focus on right from wrong and choosing to do the right thing