1. What is effective leadership? 1. __________________________ 2. __________________________ 3. __________________________ 4. __________________________ 5. __________________________ 6. __________________________ 7. __________________________ 8. __________________________ 9. __________________________ 10. __________________________

2. LEADERSHIP THE ABILITY TO INFLUENCE PEOPLE

3. BASES OF INFLUENCE French & Raven ØLEGITIMATE ØCOERCIVE ØREWARD ØEXPERT ØREFERENT

4. BASES OF INFLUENCE Weber ØLEGITIMATE ØTRADITIONAL ØCHARISMATIC

5. BASES OF INFLUENCE Another view  CONTROL RESOURCES  AWARE OF IT  WANT TO HAVE POWER  KNOW HOW TO USE IT

6. LEADERSHIP & ØMANAGER ØDELEGATION OF AUTHORITY ØMOTIVATION ØCONTROL ØCULTURE ØVISION

7. LEADERSHIP TRAITS NO CONSISTENT SET OF TRAITS Also see Attribution Theory

8. THEORY X 1. PEOPLE INHERENTLY DISLIKE WORK, WILL AVOID IT 2. NOT TAKE RESPONSIBILITY, WANT FORMAL DIRECTION 3. WANT SECURITY, LITTLE AMBITION 4. MUST BE COERCED, CONTROLLED, THREATENED

9. THEORY Y 1. WORK NATURAL AS PLAY, REST 2. SELF DIRECTION, SELF CONTROL 3. ACCEPT, SEEK RESPONSIBILITY 4. ABILITY TO MAKE GOOD DECISIONS NORMAL

10. LEADER BEHAVIOR Lewin, Lippit, Whyte Satisfaction Productivity Laissez Faire + - ? + + ? Demo. Author.

11. LEADER BEHAVIOR Ohio State ØINIATING STRUCTURE: ØSTRESS GOALS ØDEFINES, STRUCTURES ROLES ØCONSIDERATION ØCONCERN FOR SUBORDINATE’S NEEDS, FEELSINGS

12. BEHAVIOR MODELS OF LEADERSHIP Ohio State IS Con- sideration Michigan Production Oriented Employee Oriented Managerial Grid Concern for Production Concern for People Fiedler Task Oriented Relationship Oriented Hershey Blanchard Task Behavior Relationship Behavior

13. LIFE CYCLE Hersey & Blanchard TASK BEHAVIOR LOWHIGH SUBORDINATE MATURITY HIGHMODERATE LOW RELATIONSHIP BEHAVIOR LOW HIGH TELLING SELLINGPARTICIPATING DELEGATING

14. PATH - GOAL House 4 BEHAVIORS ØDIRECTIVE ØSUPPORTIVE ØACHIEVEMENT ORIENTED ØPARTICIPATIVE

15. DIRECTIVE ØINFORMS SUBORDINATES WHAT IS EXPECTED ØSCHEDULES WORK ØGIVES SPECIFIC GUIDANCE

16. SUPPORTIVE ØIS FRIENDLY ØSHOWS CONCERN FOR NEEDS OF SUBORDINATES

17. ACHIEVEMENT ORIENTED ØSETS CHALLENGING GOALS ØEXPECTS SUBORDINATES TO PERFORM AT THEIR HIGHEST LEVEL

18. PARTICIPATIVE ØCONSULTS WITH SUBORDINATES ØUSES THEIR SUGGESTIONS

19. FINDINGS ØDirective leadership; greater satisfaction when tasks are ambiguous or stressful than when they are highly structured.

20. FINDINGS ØSupportive leadership; higher performance and satisfaction with structured tasks.

21. FINDINGS ØDirective leadership; perceived as redundant by subordinates with high perceived ability or with considerable experience.

22. FINDINGS ØClear formal authority; use more supportive behavior and less directive.

23. FINDINGS ØDirective leadership; higher satisfaction when substantive conflict within the group.

24. FINDINGS ØAchievement leadership; increases subordinates’ expectancies that effort will lead to high performance when tasks are ambiguous.

25. FINDINGS ØParticipative leadership; people with internal locus of control more satisfied with it.

26. FINDINGS ØDirective leadership; people with external locus of control more satisfied with it.

27. LEADER PARTICIPATION Vroom & Jago ØSee participative decision making

28. CHARISMATIC LEADERSHIP ØALSO SEE TRANSFORMATIONAL LEADERSHIP

29. TRANSFORMATIONAL LEADERSHIP INFLUENCES PEOPLE TO PERFORM ABOVE NORMAL EXPECTATIONS

30. TRANSFORMATIONAL LEADERSHIP ØCHARISMATIC ØINSPIRATIONAL ØINTELLECTUAL STIMULATION ØINDIVIDUALIZED CONSIDERATION

31. PRINCIPLE CENTERED ØBEHAVIOR BASE IS PRINCIPLES ØHONESTY ØFAIRNESS ØINTEGRITY

32. ATTRIBUTION THEORY ØATTRIBUTE LEADERSHIP SKILLS TO ØSUCCESSFUL PEOPLE ØPEOPLE IN TRADITIONAL ROLES ØPEOPLE WE LIKE ØHIGH STATUS PEOPLE ØPHYSICAL CHARACTERISTICS/THINGS  Head of the table  Height

33. PRACTICAL APPROACH? ØFACTORS IN ØTHE MANAGER ØTHE SUBORDINATES ØTHE SITUATION ØANALYZE AND BE FLEXIBLE

34. THE MANAGER ØVALUE SYSTEM  BELIEF ABOUT INVOLVING SUBORDINATES ØCONFIDENCE IN SUBS. ØLEADERSHIP INCLINATIONS  DIRECTIVE, SUPPORTIVE ØSKILL IN DELEGATING ØOTHER FACTORS  TOLERANCE FOR AMBIGUITY  CONTROL

35. THE SUBORDINATES ØINDEPENDENCE ØTAKE RESPONSIBILITY ØTOLERANCE FOR AMBIGUITY ØINTEREST ØUNDERSTAND, AGREE WITH GOALS ØKNOWLEDGE, EXPERIENCE ØEXPECTATIONS

36. THE SITUATION ØTYPE OF ORGANIZATION ØVALUES, CULTURE ØGEOGRAPHICAL DISPERSION ØINFORMATION AVAILABLE? ØTIME PRESSURE

37. DIFFICULT TO BE FLEXIBLE? ØPERSONALITY STRUCTURED AT VERY EARLY AGE ØCOMPLEX HISTORY OF PAST BEHAVIOR ØLITTLE FEEDBACK ABOUT CAUSE & EFFECT ØTOP MANAGEMENT INFLUENCE

38. SUBSTITUTES FOR LEADERSHIP ØPERSONAL FACTORS ØLOCUS OF CONTROL ØINDEPENDENCE ØEXPERIENCE

39. SUBSTITUTES FOR LEADERSHIP ØJOB, ORG. FACTORS ØROUTINE ØSTRUCTURED ØGOALS, RULES, ETC.

40. SUBSTITUTES FOR LEADERSHIP ØGROUP FACTORS ØNORMS ØCOHESION ØINFORMAL LEADER