1. Human Relations Leadership

2. Leadership  “The process of influencing the activities of individuals or groups so that they follow and willingly do what the leader wants them to do.”  Leadership is a “people” activity, based on concepts like empathy, trust, mutual respect, and courage.  Leadership involves understanding followers motives and providing conditions to meet these needs while attaining company goals.  “The process of influencing the activities of individuals or groups so that they follow and willingly do what the leader wants them to do.”  Leadership is a “people” activity, based on concepts like empathy, trust, mutual respect, and courage.  Leadership involves understanding followers motives and providing conditions to meet these needs while attaining company goals.

3. Leadership compared to Management SOUL Visionary Passionate Creative Flexible Inspiring Innovative Imaginative LEADER MIND Rational Persistent Tough-minded Structured Deliberate Authoritative Stabilizing MANAGER Management = accepting; “doing the right things” Leadership = innovating; “doing things right” Management = accepting; “doing the right things” Leadership = innovating; “doing things right”

4. MAJOR LEADERSHIP THEORIESMAJOR LEADERSHIP THEORIES  Great Man Theory  Trait theories  Behavioral theories McGregor’s Theory X-YMcGregor’s Theory X-Y Blake and Mouton’s Managerial Grid ®Blake and Mouton’s Managerial Grid ® Human Relations

5. “Great Man” theory – born to lead Human Relations

6. Personal Traits of Leaders Physical characteristics ActivityEnergy ActivityEnergy Social background Mobility Mobility Intelligence and ability Judgment, decisiveness Knowledge Fluency of speech Intelligence and ability Judgment, decisiveness Knowledge Fluency of speech PersonalityAlertness Originality, creativity Personal integrity Self-confidencePersonalityAlertness Originality, creativity Personal integrity Self-confidence Work-related characteristics Achievement drive Drive for responsibility Responsibility in pursuit of goals Task orientation Work-related characteristics Achievement drive Drive for responsibility Responsibility in pursuit of goals Task orientation Social characteristics Ability to enlist cooperation Popularity, prestige Sociability, interpersonal skills Social participation Tact, diplomacy Social characteristics Ability to enlist cooperation Popularity, prestige Sociability, interpersonal skills Social participation Tact, diplomacy

7. Theory X People are lazyPeople are lazy UnambitiousUnambitious Dislike workDislike work Will avoid workWill avoid work Need to be bossedNeed to be bossed Will avoid responsibilityWill avoid responsibility Human Relations Theory Y People will work as naturally as playPeople will work as naturally as play Will direct themselvesWill direct themselves Want responsibilityWant responsibility Will solve problemsWill solve problems Want to do wellWant to do well

8. The Leadership Grid High Low Concern for Production Concern for People 1,9 Country Club Management Thoughtful attention to the needs of people for satisfying relationships leads to a com- fortable, friendly organization atmosphere and work tempo. Impoverished Management Exertion of minimum effort to get required work done is appropriate to sustain organization membership. 1,1 9,9 Team Management Work accomplishment is from committed people; interdependence through a “common stake” in organization purpose leads to relationships of trust and respect. Middle-of-the-Road Management Adequate organization performance is possible through balancing the necessity to get out work with maintaining morale of people at a satisfactory level. Authority-Compliance Efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimum degree. 9,1

9. Situational Approach Describes the relationship between leadership styles and specific organizational situations. Describes the relationship between leadership styles and specific organizational situations. Relationship-oriented leader is concerned with people. Relationship-oriented leader is concerned with people. Task-oriented leader is primarily motivated by task accomplishment. Task-oriented leader is primarily motivated by task accomplishment. Describes the relationship between leadership styles and specific organizational situations. Describes the relationship between leadership styles and specific organizational situations. Relationship-oriented leader is concerned with people. Relationship-oriented leader is concerned with people. Task-oriented leader is primarily motivated by task accomplishment. Task-oriented leader is primarily motivated by task accomplishment. Human Relations

10. The Situational Theory of Leadership

11. Leadership Styles Autocratic Democratic Free Rein

12. Application 1 - Do We Want to Follow the Leader? Human Relations

13. SKILLS REQUIRED OF LEADERS  Technical – Specific to the task  Conceptual – Big Picture  Human relations – Effectively deal with people  How to acquire these skills – Training and experience Human Relations

14. HOW SHOULD YOU FOLLOW?  Matching or follower personality and leadership style  How followers can contribute to the success of projects Human Relations

15. ELEMENTS OF EFFECTIVE LEADERSHIP  Abilities – PODSCORB (planning, organizing, directing, staffing, coordinating, reporting, and budgeting)  Characteristics – communicator, decision maker, risk taker, motivator, and delegator (most difficult).  Attitudes and behaviors – positive, dedicated, open-minded, enthusiastic, ethical, considerate, and fair. Human Relations

16. FUTURE OF LEADERSHIP THEORY  Transactional leadership – what do followers need?  Transformational leadership – raise the followers need levels.  New leadership skills – anticipatory, visioning, value-congruence, empowerment, self-understanding. Human Relations

17. Power

18. What is Power? Power is measured by the degree to which others are prepared to be influenced by us because of factors other than our leadership skills.

19. Human Relations Why do we study Power? “Professional excellence requires the knack of knowing how to make power dynamics work for us, instead of against us.” - John Kotter “Professional excellence requires the knack of knowing how to make power dynamics work for us, instead of against us.” - John Kotter

20. Human Relations Positive Power Provides us with abilities to:  Influence  Lead  Control  Exert Authority  Give Direction Provides us with abilities to:  Influence  Lead  Control  Exert Authority  Give Direction

21. Sources of Power  Reward Power: stems from the authority to bestow rewards on other people.  Coercive Power: the authority to punish or recommend punishment.  Legitimate Power: power coming from a formal management position.  Expert Power: leader’s special knowledge or skill regarding the tasks performed by followers.  Referent Power: personality characteristics that command subordinates’ identification, respect, and admiration so they wish to emulate the leader.  Derivative Power: close association with a powerful person.  Passive Power: acting or appearing helpless.  Reward Power: stems from the authority to bestow rewards on other people.  Coercive Power: the authority to punish or recommend punishment.  Legitimate Power: power coming from a formal management position.  Expert Power: leader’s special knowledge or skill regarding the tasks performed by followers.  Referent Power: personality characteristics that command subordinates’ identification, respect, and admiration so they wish to emulate the leader.  Derivative Power: close association with a powerful person.  Passive Power: acting or appearing helpless. Human Relations

22. Can sources of power be combined?  Reward and Coercive Power  Expert and Organizational Power  Referent and Legitimate Power  Legitimate, Reward, and Coercive Power  Reward and Coercive Power  Expert and Organizational Power  Referent and Legitimate Power  Legitimate, Reward, and Coercive Power The more sources of power you can utilize, the more powerful you are.

23. WHAT IS YOUR POWER PERSONALITY?  Power shy  Power positive  Power compulsive Human Relations

24. WHAT IS YOUR POWER PERSONALITY?  Take the test on pages 329 - 330 Human Relations

25. HOW DO YOU DEVELOP POWER?  Power Positioning  Power Politics  Power symbols Human Relations

28. EMPOWERMENT OF OTHERS.EMPOWERMENT OF OTHERS. PITFALLS TO AVOID.PITFALLS TO AVOID. Human Relations