1. What is effective leadership?
1. __________________________
2. __________________________
3. __________________________
4. __________________________
5. __________________________
6. __________________________
7. __________________________
8. __________________________
9. __________________________
10. __________________________

2. LEADERSHIP
THE ABILITY
TO INFLUENCE
PEOPLE

3. BASES OF INFLUENCE French & Raven
LEGITIMATE
COERCIVE
REWARD
EXPERT
REFERENT

4. BASES OF INFLUENCE Weber
LEGITIMATE
TRADITIONAL
CHARISMATIC

5. BASES OF INFLUENCE Another view
CONTROL RESOURCES
AWARE OF IT
WANT TO HAVE POWER
KNOW HOW TO USE IT

6. LEADERSHIP & MANAGER DELEGATION OF AUTHORITY MOTIVATION CONTROL
CULTURE
VISION

7. LEADERSHIP TRAITS
NO CONSISTENT SET
OF TRAITS

8. THEORY X 1. PEOPLE INHERENTLY DISLIKE WORK, WILL AVOID IT
2. NOT TAKE RESPONSIBILITY, WANT
FORMAL DIRECTION
3. WANT SECURITY, LITTLE AMBITION
4. MUST BE COERCED, CONTROLLED,
THREATENED

9. THEORY Y 1. WORK NATURAL AS PLAY, REST 2. SELF DIRECTION, SELF CONTROL
3. ACCEPT, SEEK RESPONSIBILITY
4. ABILITY TO MAKE GOOD DECISIONS
NORMAL

10. LEADER BEHAVIOR Lewin, Lippit, Whyte
Satisfaction Productivity + +
Demo. - +
Author.
Laissez
Faire ? ?

11. LEADER BEHAVIOR Ohio State
INIATING STRUCTURE:
STRESS GOALS
DEFINES, STRUCTURES ROLES
CONSIDERATION
CONCERN FOR SUBORDINATE’S NEEDS, FEELSINGS

12. BEHAVIOR MODELS OF LEADERSHIP
Ohio
State IS
Con-
sideration
Managerial
Grid
Concern for Production
Concern for People
Hershey
Blanchard
Task
Behavior
Relationship
Michigan
Production
Oriented
Employee
Fiedler
Task
Oriented
Relationship

13. LIFE CYCLE Hersey & Blanchard
HIGH
PARTICIPATING
SELLING
RELATIONSHIP BEHAVIOR
LOW
DELEGATING
TELLING
TASK BEHAVIOR
LOW
HIGH
HIGH
MODERATE LOW
SUBORDINATE MATURITY

14. PATH - GOAL House 4 BEHAVIORS DIRECTIVE SUPPORTIVE
ACHIEVEMENT ORIENTED
PARTICIPATIVE

15. DIRECTIVE INFORMS SUBORDINATES WHAT IS EXPECTED SCHEDULES WORK
GIVES SPECIFIC GUIDANCE

16. SUPPORTIVE
IS FRIENDLY
SHOWS CONCERN FOR NEEDS OF SUBORDINATES

17. ACHIEVEMENT ORIENTED SETS CHALLENGING GOALS
EXPECTS SUBORDINATES TO PERFORM AT THEIR HIGHEST LEVEL

18. PARTICIPATIVE
CONSULTS WITH SUBORDINATES
USES THEIR SUGGESTIONS

19. FINDINGS
Directive leadership; greater satisfaction when tasks are ambiguous or stressful than when they are highly structured.

20. FINDINGS
Supportive leadership; higher performance and satisfaction with structured tasks.

21. FINDINGS
Directive leadership; perceived as redundant by subordinates with high perceived ability or with considerable experience.

22. FINDINGS
Clear formal authority; use more supportive behavior and less directive.

23. FINDINGS
Directive leadership; higher satisfaction when substantive conflict within the group.

24. FINDINGS
Achievement leadership; increases subordinates’ expectancies that effort will lead to high performance when tasks are ambiguous.

25. FINDINGS
Participative leadership; people with internal locus of control more satisfied with it.

26. FINDINGS
Directive leadership; people with external locus of control more satisfied with it.

27. LEADER PARTICIPATION Vroom & Jago
See participative decision making

28. CHARISMATIC LEADERSHIP
ALSO SEE TRANSFORMATIONAL LEADERSHIP

29. TRANSFORMATIONAL LEADERSHIP
INFLUENCES PEOPLE
TO PERFORM
ABOVE NORMAL EXPECTATIONS

30. TRANSFORMATIONAL LEADERSHIP
CHARISMATIC
INSPIRATIONAL
INTELLECTUAL STIMULATION
INDIVIDUALIZED CONSIDERATION

31. PRINCIPLE CENTERED BEHAVIOR BASE IS PRINCIPLES HONESTY FAIRNESS
INTEGRITY

32. ATTRIBUTION THEORY ATTRIBUTE LEADERSHIP SKILLS TO SUCCESSFUL PEOPLE
PEOPLE IN TRADITIONAL ROLES
PEOPLE WE LIKE
HIGH STATUS PEOPLE
PHYSICAL CHARACTERISTICS/THINGS
Height
Head of the table

33. PRACTICAL APPROACH? FACTORS IN ANALYZE AND BE FLEXIBLE THE MANAGER
THE SUBORDINATES
THE SITUATION
ANALYZE AND BE FLEXIBLE

34. THE MANAGER VALUE SYSTEM CONFIDENCE IN SUBS. LEADERSHIP INCLINATIONS
BELIEF ABOUT INVOLVING SUBORDINATES
CONFIDENCE IN SUBS.
LEADERSHIP INCLINATIONS
DIRECTIVE, SUPPORTIVE
SKILL IN DELEGATING
OTHER FACTORS
TOLERANCE FOR AMBIGUITY
CONTROL

35. THE SUBORDINATES INDEPENDENCE TAKE RESPONSIBILITY
TOLERANCE FOR AMBIGUITY
INTEREST
UNDERSTAND, AGREE WITH GOALS
KNOWLEDGE, EXPERIENCE
EXPECTATIONS

36. THE SITUATION TYPE OF ORGANIZATION INFORMATION AVAILABLE?
VALUES, CULTURE
GEOGRAPHICAL DISPERSION
INFORMATION AVAILABLE?
TIME PRESSURE

37. DIFFICULT TO BE FLEXIBLE?
PERSONALITY STRUUCTURED AT VERY EARLY AGE
COMPLEX HISTORY OF PAST BEHAVIOR
LITTLE FEEDBACK ABOUT CAUSE & EFFECT
TOP MANAGEMENT INFLUENCE

38. SUBSTITUTES FOR LEADERSHIP
PERSONAL FACTORS
LOCUS OF CONTROL
INDEPENDENCE
EXPERIENCE

39. SUBSTITUTES FOR LEADERSHIP
JOB, ORG. FACTORS
ROUTINE
STRUCTURED
GOALS, RULES, ETC.

40. SUBSTITUTES FOR LEADERSHIP
GROUP FACTORS
NORMS
COHESION
INFORMAL LEADER