1. Welcome to AB140 Introduction to Management Unit 5 Seminar – Leading This seminar is being recorded

2. Unit 4 Review We Identified the characteristics of vertical and horizontal organizational structures. We identified the levels of authority in an organization. We also discussed the topic of delegation.

3. Unit 4 Review (Continued) Organizing is one of the primary functions of management. Organizational structures have vertical and horizontal dimensions, each having unique characteristics. The organization chart depicts the positions in the organization and the way they are arranged. Delegation is a fundamental feature of management at every level of management.

4. Unit 4 Review (Continued) The structure of a business is important because: It affects delegation It affects communication channels It affects how quickly a business can react to changes in the external environment in responding to opportunities and threats.

5. Agenda General Questions and Announcements Introduction What People Want from Leaders / Q & A Charismatic versus Transformational Leaders / Q & A Leadership Traits /Q & A Conclusion of Seminar

6. Unit 5 Objectives During this unit we will: 1. Designate conclusions to management issues 2. Discuss the difference between managing and leading 3. Identify aspects of employee motivation

7. Key Concepts Leading is one of the four primary functions of management. Effective leaders are talented in combining strategy and interpersonal skills to formulate plans and implement strategies that create positive results. There are key similarities and differences between leading and managing. Managers can employ practical, effective techniques for increasing people’s effort and performance.

8. What Is A Leader? Chinese proverb: “A bad leader is someone from whom the people turn away. A good leader is somebody whom the people turn toward. A great leader is someone of whom the people say, ‘We did it ourselves.’”

9. Some Quotes On Leadership “Effective leadership is not about making speeches or being liked; leadership is defined by results not attributes.” -Peter Drucker “Management is doing things right; leadership is doing the right things.” -Peter Drucker “In the past a leader was a boss. Today’s leaders must be partners with their people; they no longer can lead solely based on positional power.” -Ken Blanchard “The ability to summon positive emotions during periods of intense stress lies at the heart of effective leadership.” -Jim Loehr “Leadership is the ability to get extraordinary achievement from ordinary people.” -Brian Tracy

10. Scenario: Steve Jobs went back to work at Apple after a long absence in June of 2009. Recently he stepped down from his position due to health reasons. What kind of leadership did he provide his company? What differences did he make in the success of the company? http://www.youtube.com/watch?v=Yz1-cPx0cIk See his presentation at Mac world conference in 60 seconds!

11. What People Want From Their Leaders Vision: A mental image of a possible and desirable future state of the organization. Leadership: -Supervisory Leadership: Behavior that provides day-to-day guidance, support, and corrective feedback. -Strategic Leadership: Gives purpose and meaning to organizations by anticipating and envisioning a viable future for the organization and working with others to initiate changes that create such a future.

12. What People Want From Their Leaders (Continued) Power: Five Sources: 1) Legitimate Power: right and authority 2) Reward Power: controls rewards 3) Coercive Power: punishment control 4) Referent Power: motivational-

13. What People Want From Their Leaders (Continued) Power: Five Sources: 5) Expert Power: One in which the leader has certain expertise or knowledge that influences others to follow in order to gain this knowledge or expertise.

14. Which Sources Of Power Do You Recognize Within Your Manager?

15. Charismatic vs. Transformational Leaders Charismatic Leaders: Leaders who are dominant, self-confident, convinced of the righteousness of his or her beliefs, and able to arouse a sense of excitement and adventure in followers. Can You Name Some Charismatic Leaders?

16. Charismatic vs. Transformational Leaders Transformational Leaders: Leaders who motivate people to transcend their personal interests for the good of the group. Can You Name Some Transformational Leaders?

17. Charismatic vs. Transformational Leaders Transactional Leaders: Leaders who manage through their transactions, using their legitimate reward, and coercive powers to give commands and exchange rewards for services rendered. Can You Name Some Transactional Leaders?

18. Leadership Traits From A Business Perspective Drive: Refers to a high level of effort, high need for achievement, energy, tenacity, and persistence. Motivation: Refers to the desire to lead. Related to extroversion and a high need for power. This influences the leader to attempt to influence others and retains the leader’s interest in leadership. Integrity: Refers to the correspondence of actions with words. It denotes honesty and credibility. These traits inspire confidence in others. Self-Confidence: Refers to the ability to overcome setbacks and defeats, to make decisions under uncertainty and to instill confidence in others. Knowledge of Business: Refers to the ability to accurately interpret vast quantities of information relative to the business at hand.

19. 7 Sins of Leadership Trying to be liked rather then respected Failing to give respect to others Failing to ask subordinates for their advice or help Failing to develop a sense of responsibility in subordinates Emphasizing rules rather then skills Failing to keep criticism constructive Not paying attention to employee gripes and complaints

20. See you next week! After this seminar has concluded, there will be a recording in the archives located in the seminar room. It may be selected by date.

21. Graded Work in Week Five Discussion Review Quiz

22. Thank You for Joining Me This Evening! Good Night All!