1. Leadership

2. Overview Define leadership
Present the background & classic studies of leadership
Discuss the traditional theories of leadership
Identify modern frameworks for leadership
Relate the style implications from the classic studies & modern theories of leadership
Identify and analyze the skills needed for effective leadership

3. Leadership
The ability to influence a group toward the achievement of goals
“When you boil it down, contemporary leadership seems to a matter of aligning people toward common goals and empowering them to take the actions needed to reach them.”
Sherman, 1995
Sanctioned vs. non sanctioned leadership

4. Managers Vs Leaders Manager Characteristics Administers A copy
Maintains
Focuses on systems and structures
Relies on control
Short range view
Asks how and when
Eye on bottom line
Imitates
Accepts the status quo
Classic good soldiers
Does things right
Leader Characteristics
Innovates
An original
Develops
Focuses on people
Inspires trust
Long range perspective
Asks what and why
Eye on horizon
Originates
Challenges the status quo
Own person
Does the right thing

5. Trait Theories What characteristics or traits make a person a leader?
Great Man Theory: Individuals are born either with or without the necessary traits for leadership
Trait theories of leadership sought personality, social, physical or intellectual traits that differentiate leaders from non leaders
Trait view has little analytical or predictive value
Technical, conceptual and human skills (Katz 1974)

6. Behavioral Theories
Ohio state studies: initiating structure (task or goal orientation) vs consideration (recognition of individual needs and relationships)
University of Michigan studies: Employee oriented ( genuine concern for people) vs production oriented genuine concern for task)

7. The Managerial Grid High Concern for people Low Low
1,9
Country club management
Thoughtful attention needs of people
for satisfying relationships leads to
A comfortable, friendly organization
atmosphere and work tempo
9,9
Team management
Work accomplishment is from
committed people, interdependence
through a “common stake” in organization
purpose leads to relationship
of trust and respect 9 8 7 6
Concern for people 5
5,5
Organization Man Management
Adequate organization performance
possible through balancing the necessity to
get out work with maintaining
morale of the people at a satisfactory level 4 3
1,1
Impoverished Management
Exertion of minimum effort to get
required work done is appropriate
to sustain organization membership
9,1
Authority-Obedience
Efficiency in operations results
from arranging conditions of
work in such a way that human
elements interfere to a minimal degree
Low 2 1 2 6 7 8 1 3 4 5 9
Low
Concern for production
High

8. Fiedler Contingency Model
Effective groups depend upon a proper match between a leader's style of interacting with subordinates and the degree to which the situation gives control and influence to the leader
LPC measures task- or relationship-oriented leadership style ( think of all the coworkers you have ever had and describe one person you least enjoyed working with)

9. Fiedler-Defining the situation
After the individual's basic leadership style has been assessed through the LPC, it is necessary to match the leader with the situation
Leader member relations -the degree of confidence, trust, and respect subordinates have on their leader
Task structure -the degree to which task assignments are procedurized
Position power -influence derived from one's formal structural position in the organization

10. Contingency Theories Fiedler’s contingency Model Relationship Oriented
Task Oriented
Performance
Good
poor
Favorable
Moderate
Unfavorable I II
III IV V VI
VII
VIII
Good
Poor
High
Low
Strong
weak
strong
Category
Leader member relations
Task structures
Position power

11. Hersey and Blanchard’s Situational Theory
Style of Leader
(High)
High Task
and low
relationship
Low
Relationship
and
Low task
Participating
selling
Relationship behavior
Delegating
High
relationship
And
low task
telling
High Task
And
High
relationship
(Low)
Task behavior
(High)
High
Moderate
Low
Immature
Mature M4 M3 M2 M1
Maturity of follower( s)

12. Path Goal Theory Environmental Contingency Factors Task Structure
Formal authority system
Work Group
Leader Behavior
Directive
Supportive
Participative
Achievement -oriented
Outcomes
Performance
Satisfaction
Subordinate contingency factors
Locus of control
Experience
Perceived ability

13. Charismatic Leadership
Key Characteristics of Charismatic leaders
Self Confidence- They have complete confidence in their judgment and ability.
A vision- This is an idealized goal that proposes a future better than the status quo. The greater the disparity between idealized goal and the status quo, the more likely that followers will attribute extraordinary vision to the leader.
Ability to articulate the vision- They are able to clarify and state the vision in terms that are understandable to others. This articulation demonstrates an understanding of the followers’ needs and, hence acts as a motivating force.
Strong convictions about vision- Charismatic leaders are perceived as being strongly committed, and willing to take on high personal risk, incur high costs, and engage in self-sacrifice to achieve their vision.
Behavior that is out of the ordinary- Those with charisma engage in behavior that is perceived as being novel, unconventional, and counter to norms. When successful , these behaviors evoke surprise and admiration in followers.
Perceived as being a change agent- Charismatic leaders are perceived as agents of radical change rather than as caretakers of the status quo.
Environmental sensitivity- These leaders are able to make realistic assessments of the environmental constraints and resources needed to bring about change.

14. Transactional vs Transformational leaders
Characteristics of Transactional and transformational leaders
Transactional Leaders
Contingent Reward: Contracts exchange of rewards for effort, promises rewards for good performance, recognizes accomplishment
Management by exception (active): Watches and searches for deviations from rules and standards, takes corrective action.
Management by exception (passive): Intervenes only if standards are not met
Laissez faire: Abdicates responsibilities, avoids making decisions
Transformational Leaders
Charisma : Provides vision and sense of mission, instills pride, gains respect trust.
Inspiration: Communicates high expectations, uses symbols to focus efforts, expresses important purposes in simple ways.
Intellectual Stimulations: Promotes intelligence, rationality, and careful problem solving.
Individualized consideration: Gives personal attention, treats each employee individually, coaches, advises.

15. The Activities of Successful & Effective leaders
Type of Activity
Description categories
Derived from free Observation
Exchange Information
Routine Communication
Handling paperwork
Planning
Traditional Management
Decision Making
Controlling
Interacting with outsiders
Networking
Socializing /Politicking
Motivating/Reinforcing
Disciplining/Punishing
Human Resource Management
Managing conflict
staffing
Training/Developing

16. Relative Distribution of Manager’s Activities
Networking
(19%)
Traditional Management
(32%)
Human resources
(20%)
Routine Communication
(29%)

17. What skills do leaders need?
Personal Skills
Coping with stressors
Managing time
Delegating
2.Managing
stress
1.Developing
Self-awareness
3. Solving
Problems
creatively
Using the rational approach
Using the creative approach
Fostering innovation in others
Determining values
and priorities
Identifying cognitive style
Assessing attitude toward change

18. Interpersonal Skills Gaining power Exercise influence Coaching
Empowering others
Coaching
Counseling
Listening
5. Gaining power
and influences
6. Motivating others
4. Communication
supportively
7. Management
conflict
Diagnosing poor performance
Creating a motivating environment
Rewarding accomplishment
Identifying causes
Selecting appropriate strategies
Resolving confrontations

19. The right stuff Covey
Empower your inner child-children are genuine, speak their mind-so do successful leaders
Be slightly weird-effective leaders have their own approach to do things
Embrace compensation-everyone likes money, but successful leaders can talk about it
Focus carefully –successful leaders are able to handle more than 2-3 things at a time because they are able to filter out extraneous information and focus on critical issues
Speak openly- successful leaders say what they think
Don't get even-get mad-good leaders let off steam and get on to the next issue
Keep up on the latest developments- successful leaders know the latest jargon and trnds