1. 1 International Leadership William Y. Jiang, Ph.D. Professor and Department Chair of Management and Management San José State University Tel: 408-924-3551 Email: jiang_w@cob.sjsu.edu William Y. Jiang, Ph.D. Professor and Department Chair of Management and Management San José State University Tel: 408-924-3551 Email: jiang_w@cob.sjsu.edu

2. 2 Leaders - Defined Individuals who…  Establish direction  Gain Trust and Commitment  Motivate them to achieve goals  Lead in the right direction Individuals who…  Establish direction  Gain Trust and Commitment  Motivate them to achieve goals  Lead in the right direction

3. 3 Global Leadership - Defined Global leadership is a process of influencing the thinking, attitudes, and behaviors of a global community to work together synergistically toward a common vision and common goals

4. 4 Common Traits of a Leader  Personal Charisma  Modesty  Quiet determination  Inspiring  Ambitious for the Organization rather than for themselves  Driven to achieve sustained success  Give credit to others and take blame for failure  Personal Charisma  Modesty  Quiet determination  Inspiring  Ambitious for the Organization rather than for themselves  Driven to achieve sustained success  Give credit to others and take blame for failure

5. 5 Traits of Business Leaders  Drive  Honesty and integrity  Leadership motivation  Self-confidence  Business knowledge  Creativity  Flexibility  Drive  Honesty and integrity  Leadership motivation  Self-confidence  Business knowledge  Creativity  Flexibility

6. 6 Leadership Point-of-View Have courage to initiate action and change See what needs to be done Understand all underlying forces in a situation

7. 7 ManagersLeaders 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 Produce change Difference Between Managers and Leaders

8. 8 Behavior Styles in Leadership Task (initiating structure) Low People Low Task Low People High Task High People High Task High People Low Task lo hi People (consideration behavior)

9. 9 Continuum of Leadership Behavior Leader decides, announces decision “Sells” decision to group Area of freedom of the group Use of authority by leader Gives group as much freedom as possible to define problem and decide Presents problem and boundaries, group decides Presents problem, asks for ideas, decides Presents tentative decision, consults group, and decides Announces decision, permits questions Group CenteredLeader Centered

10. 10 Transformational Leadership  Are value-driven change agents  Make followers conscious of the importance and value of task  Provide followers with a vision  Motivate followers to go beyond self-interest

11. 11 Effective Leadership Practices  Challenge the process  Inspire a shared vision  Enable others to act  Encourage the heart

12. 12 Charismatic Leadership - Defined Charismatic leaders develop a special relationship with followers who attribute extraordinary or heroic leadership abilities to them Charismatic leaders develop a special relationship with followers who attribute extraordinary or heroic leadership abilities to them

13. 13 Charismatic Leaders  Are adept at communicating  and inspiring vision  Elicit:  High levels of performance  Loyalty  Sacrifice  Enthusiasm

14. 14 Charismatic Leaders

15. 15 Unethical Charismatic Leaders  Motivated by personalized power  Pursue their own vision and goals  Censure critical or opposing views  Encourage blind obedience, dependency, submission  Lack internal moral compass  Pursue Personality Cult  Motivated by personalized power  Pursue their own vision and goals  Censure critical or opposing views  Encourage blind obedience, dependency, submission  Lack internal moral compass  Pursue Personality Cult

16. 16 Servant Leaders - Defined Servant leaders are stewards who are responsible for serving, developing, and transforming the organization and its people

17. 17 Servant Leaders  Recognize they don’t have all the answers  Demonstrate sense of humility and vulnerability  Build capability of company and people  Advance transformation of self, others, and company  Recognize they don’t have all the answers  Demonstrate sense of humility and vulnerability  Build capability of company and people  Advance transformation of self, others, and company

18. 18 Emotional Intelligence (EI) - Defined Emotional intelligence refers to an ability to recognize the meanings of emotions and their relationships and to reason and problem-solve on the basis of them  Self awareness  Self-management  Social awareness  Relationship management

19. 19 …Dimensions of Emotional Intelligence (EI)  Self-management  Emotional self-control  Transparency – integrity and trustworthiness  Adaptability  Achievement  Initiative  Optimism

20. 20 …Dimensions of Emotional Intelligence (EI)  Relationship management  Inspirational leadership  Influence  Developing others  Change catalyst  Conflict management  Building bonds  Teamwork and collaboration

21. 21 Universal Positive Leader Attributes  DecisiveHonest  InformedDynamic  Administratively skilled Coordinator  JustTeam builder  Effective BargainerDependable  Win-win orientedExcellence  problem solver  Intelligent

22. 22 Universal Negative Leader Attributes RuthlessEgocentric AsocialNon-explicit IrritableNon-cooperative LonerDictatorial