1. LEADERSHIP BY: Daphne B. Harley, MPA PPA 400

2. FOX OR HEDGEHOG Differences in Leadership Differences in Leadership Leaders vs Managers Leaders vs Managers Is Trust the central issue? Is Trust the central issue? Vision without a Bush, or Vision without a Bush, or a Bush without a vision? a Bush without a vision?

3. Leading For Performance Defining Leadership Defining Leadership –Getting people to do what they’ve never done –To take risks, even die –Is the exercise of authority (formal or informal) –Requires charisma –* Requires Self Confidence

4. 5 Bases of Power Expert Power Expert Power –Knowledge or expertise Referent Power Referent Power –Liking or admiring Reward Power Reward Power –Ability to reward Legitimate Power Legitimate Power –Authority to exercise influence Coercive Power Coercive Power –Fear of punishment

5. Leadership vs Management MANAGING MANAGING –bestowed power – handle or direct with a degree of skill – exercise executive, administrative and supervisory direction –alter by manipulation –achieve one’s purpose

6. Leadership vs Management LEADERSHIP LEADERSHIP –Cannot be bestowed –Involves a relationship with the followers –has commanding authority or influence –The person with the Vision –One with the capacity to lead –The ability to guide, not row!

7. Essential Functions of Leaders To provide a system of communication To provide a system of communication To promote the securing of essential efforts To promote the securing of essential efforts To formulate and define the purposes and goals of an organization To formulate and define the purposes and goals of an organization

8. Trait Theories Assumes leaders possess traits different from followers Assumes leaders possess traits different from followers Unique characteristics that enable them to do what others can’t Unique characteristics that enable them to do what others can’t However, reality never matched theory However, reality never matched theory Unable to identify the traits Unable to identify the traits Leadership found to be situational Leadership found to be situational

9. Transactional Approaches Examines how leadership is established and exerted Examines how leadership is established and exerted 3 Styles Identified 3 Styles Identified –Authoritarian Highly directive Highly directive –Democratic Participative Participative –Laissez-faire Strictly facilitative Strictly facilitative

10. Contingency Approaches Contingency Theories stress: Contingency Theories stress: –Type, structure, size and purpose of organization –The external environment in which organization functions –Orientation, values, goals and expectations of the leader, his superiors and subordinates –The expert or professional knowledge required of the position

11. Transformational Leadership Leader with ability to change org culture and lead them to a new vision Leader with ability to change org culture and lead them to a new vision Transformational Leaders Transformational Leaders –Patton –Iacocca –Juliani –Others?

12. Importance of Optimism Leaders must be cheerleaders Leaders must be cheerleaders Must instill a winning optimism Must instill a winning optimism Most successful have been optimistic Most successful have been optimistic Pygmalion Effect Pygmalion Effect Fake it ‘til you make it Fake it ‘til you make it

13. Other Leadership Too Much Leadership Too Much Leadership –Micromanagement –Over-management –Examples? Moral Leadership Moral Leadership –The Bully Pulpit –Rhetorical Leadership –Examples?

14. 5 Practices of Exemplary Leadership Challenge the Process Challenge the Process Inspire a Shared Vision Inspire a Shared Vision Enable Others to Act Enable Others to Act Model the Way Model the Way Encourage the Heart Encourage the Heart –i.e. Be Optimistic

15. LEADERS A Daphne-ism; A Daphne-ism; Leaders are Often Described with “F” Words: Leaders are Often Described with “F” Words: FOCUSED, FAR-LOOKING, FEARLESS FOLKS FOCUSED, FAR-LOOKING, FEARLESS FOLKS WHO HAVE BEEN FOLLOWERS WHO HAVE BEEN FOLLOWERS