1. PERSPECTIVES ON EFFICIENT LEADERSHIP AN EVOLVING VIEW CHAPTER 5 PAGES 171-184 Brandon Cruz Elizabeth Honeywell Dale Lendrum Jennifer Niccoli Erick Puente

2. TRAITS PERSPECTIVE: THE BORN LEADER  “Heroic Model” of leadership  Leaders are born, not made  Leadership is a person, not a process

3. TRAITS Traits - relatively enduring characteristics of an individual that highlight differences between people and that are displayed in most situations.  Physical traits  Personality traits Can you name a few?

4. PHYSICAL TRAITS Height Weight Physique Hygiene Attractiveness

5. PERSONALITY TRAITS Sociable Outgoing Intelligence Confidence Trustworthiness Integrity

6. TRAITS MUST BE COHESIVE + =

7. + =

8. WHAT MAKES A GOOD LEADER?  Effective leaders – Fielder & House (1988)  No universal traits – Stogdill (1948, 1974)  Gallup Organization study

9. AS IT TURNS OUT…  Leadership resides in transactions between followers and leaders.  Traits are important, but leaders are developed.

10. STYLES PERSPECTIVE

11. Laissez-faire style AKA “The Do Nothing Approach”; a non- leadership style, group leaders avoid decision making and taking action

12. Democratic style A leadership style which encourages group participation, and seeks a balance between task and social dimensions of the group i.e. Voting for the president

13. Autocratic Style AKA “My word is the law”; a highly directive style of leadership that exerts control over group members i.e. Vladimir Putin (Forbes List #3 most powerful man in the world)

14. SITUATIONAL (CONTINGENCY) PERSPECTIVE  Matching styles with circumstances  “It Depends” approach  Leaders with strong confidence perform at high levels

15. HERSEY AND BLANCHARD MODEL OF EFFECTIVE LEADERSHIP  Three variables of the Situational Model 1.Guidance & Direction 2.Relationship support provided by leader 3. Readiness level

16. LEADERSHIP STYLES 1.Telling Style – high task, low relationship 2.Selling style – high task, high relationship 3.Participating style – low task, high relationship 4.Delegating style – low task, low relationship

17. Readiness - the extent to which a follower demonstrates the ability and willingness to accomplish a specific task. Ability : the knowledge, experience and skill that an individual or group brings to a particular task or activity. Willingness : the extent to which an individual or group has the confidence, commitment, and motivation to accomplish a specific task.

18. FUNCTIONAL PERSPECTIVE Performing the functions and responsibilities leads to success.

19. GROUP PROCEDURAL RESPONSIBILITIES  Plan an agenda  Handle routine “housekeeping” details  Prepare for next meeting

20. TASK RESPONSIBILITIES 1.Initiate a solid structure 2.Seek information 3.Give information 4.Offer informed opinions 5.Clarify, summarize and elaborate

21. SOCIAL RESPONSIBILITIES  Facilitate involvement and communication  Harmonize – establish a supportive climate (confronting disruptive members)  Express feelings – when appropriate and promotes a supportive environment

22. Leadership - certain functions or responsibilities that must be performed for the group to be successful Task and Maintenance - functions essential to a group Leader as Completer - leaders performing essential functions within a group that other members have failed to perform Vital Functions - leaders performing key responsibilities different in kind and/or degree from other members

23. SERVANT LEADERSHIP PERSPECTIVE Albert Dunlap – ethical leader or cold blooded businessman?

24. PRINCIPLES OF ETHICAL LEADERSHIP Q: A leader who focuses on the needs of the followers and helps them to become more knowledgeable, more free, autonomous, and more like servants themselves is a…?

25. SERVANT LEADERSHIP  5 elements of communication ethics: 1.Scrupulously honest 2.Respectful and fair toward others 3.Provides choices when possible 4.Responsible for helping group achieve goals in ethically acceptable ways 5.A servant leader must be a moral leader

26. CULTURE & LEADERSHIP ARE LEADERSHIP THEORIES UNIVERSAL?  “American in character”  Prevailing theories/98% of empirical evidence suggest so  Leadership behaviors  Can they be universally applied across cultures? Why or why not?  Some universally accepted, some culturally specific  In what cultures might “American in Character” leadership theories be inappropriate?

27. GLOBE RESEARCH PROJECT REVEALED  Collaborative Group  170 scholars worldwide  62 cultures studied  17,300 individuals studied  951 organizations  The amount of status accorded leaders vary widely among cultures.  A number of countries idealize strong leaders  Others, such as Scandinavian countries are skeptical for fear of abuse of power.

28.  Some Universals Exist  Trustworthy and honest  Planning ahead/Foresight  Positive and encouraging  Motivating and dynamic  Informed and Communicative  Effective Leaders adapt to changing situations  Leadership and communication competence are inextricably bound GLOBE RESEARCH PROJECT REVEALED

29. BEFORE WE ADJOURN… Q:Do Hitler, Stalin and Charles Manson qualify as servant leaders?