1. Leading Ch. 10, Leaders and Leadership Managing the Paradox L. Dubin, MGT 121

2. Leadership, Managing the Paradox  T eams usually need leaders, but their very presence threatens the autonomy of the team  Autonomy: Independence, freedom to choose  In Leadership: Self-direction 2

3. Teams and Leaders Defined  Teams: Empowered groups who collaborate in a mutually beneficial fashion to enact positive change.  Leaders: Those who take charge of group efforts.  Shape goals  Coordinate efforts  Motivate members 3

4. Leadership Paradox  The presence of a leader does not always guarantee that teams will be effective  Leadership seems to run contrary to teamwork  Traditional type leaders are often ineffective in team based organizations 4

5. Leadership vs. Management “Management is doing things right; leadership is doing the right things.” Peter F. Drucker (Educator/Writer) “People don’t want to be managed, they want to be led’’ (Thompson, p. 262) 5

6. Leadership and Management  Management: a business or team function  Leadership: a relationship between the leader and the group that energizes the team  Leadership: the ability to influence people to achieve the goals of a team or organization  Leadership: the point of view that the leader adopts  A Leader sees what needs to be done  Understands the forces at work in the organization  Takes action to make things better 6

7. Are You a Manager or a Leader?  Managing: Doing things right  Leading: Doing the right things (try not to micro-manage) 7

8. Nature vs. Nurture Debate  Are leaders born or self-made?  The Great Person Theory states that leaders are born, not made  The Great Opportunity Theory states that leadership can be learned as a skill 8

9. Great Man (Person) Theory  Intelligence and leadership  Personality and leadership  Birth order and leadership  Gender and leadership (related to how followers react) 9

10. Great Opportunity Theory  Seating arrangements  Random selection of leaders…  produces better leaders  leads to better team performance 10

11. Leadership Styles 1.Task vs. Person Leadership 2.Transactional vs. Transformational Leadership 3.Active vs. Passive Leadership 4.Autocratic vs. Democratic Leadership ** Free-Rein or Laissez-Faire 11

12. 1. Task vs. Person Leadership  Interested in accomplishing team objectives vs.  Focused on the process of getting there 12

13. 2. Transactional vs. Transformational  Transactional Leaders:  Use power to reinforce team members  Set up a competitive relationship among team members  Transformational Leaders:  Motivate others to work toward goals beyond self- interest for the good of the team or organization  Rely on charisma, intellectual stimulation and individual consideration to produce change 13

14. 3. Active vs. Passive* Leadership  Take part in team activities & are highly visible vs.  Not involved in the day-to-day team activities  *Laissez Faire 14

15. 4. Autocratic vs. Democratic  Sole possession of authority, power, & control  Top Down leadership or  Vertical Leadership  Involving team members in leadership  Shared leadership  Shared purpose improves team effectiveness 15

16. Free-Rein or Laissez-Faire  Involves setting objectives  Giving employees a significant amount of freedom to do whatever it takes to accomplish those objectives  Workers are allowed to prove themselves based upon goals reached (rather than meeting specific criteria)  Doctors, engineers, lawyers, consultants  Traits needed by managers in such organizations include warmth, friendliness, and understanding 16

17. Leadership and Power Power: “ the ability of a person to control the outcomes of another person in a relationship.” ( Kelley, H.H. & Thibaut, J., 1978 ) 17

18. Sources of Power  Legitimate Power  Based on a person’s position  Others comply as they believe in his/her legitimacy  Reward Power  Based on a person’s access to rewards  Others comply as they desire rewards 18

19. Sources of Power  Coercive Power  Based on a person's ability to punish  Others comply as they fear punishment  Expert Power  Based on personal expertise  Others comply as they believe in his/her knowledge 19

20. Sources of Power  Referent Power  Based on a person’s attractiveness to others  Others comply out of respect and likeability All positive?  Michael Jordan  Tiger Woods  Tim Tebow 20

21. Path-Goal Theory “I t is the leader’s job to assist followers in attaining their goals and to give them the necessary directions and/or support to ensure their goals are compatible with the overall objectives of the group or organization.” 21

22. Better Leaders…  Encourage Participative Management  Delegate tasks  Invite others to share in the work  Teach and mentor 22

23. …and  Teams composed of talented individuals that are selected for their specific knowledge or skills, need…  Leaders who encourage participation and collaboration  The leader will function better!  Tasks are performed better!  The team works better and goals are achieved! 23

24. In Conclusion A new image of leadership is necessary. Be a leader among equals rather than a leader of followers. 24