2. Objectives 1. A working definition of leadership
2. An understanding of the relationship between leading and managing
3. An appreciation for the trait and situational approaches to leadership
4. Insights into using leadership theories that emphasize decision-making situations
5. Insights into using leadership theories that emphasize more general organizational situations
6. An understanding of alternatives to leader flexibility
7. An appreciation of emerging leadership styles and leadership issues of today

3. Defining Leadership Leader Versus Manager Managing Leading
Broader in scope
Focuses on non-behavioral issues
Leading
Emphasizes behavioral issues

4. Defining Leadership

5. The Trait Approach to Leadership
Successful leaders tend to possess:
1. Intelligence, including judgment and verbal ability
2. Past achievement in scholarship and athletics
3. Emotional maturity and stability
4. Dependability, persistence, and a drive for continuing achievement
5. The skill to participate socially and adapt to various groups
6. A desire for status and socioeconomic position

6. The Situational Approach to Leadership: A Focus on Leader Behavior
Leadership Situations and Decisions
The Tannenbaum and Schmidt Leadership Continuum
The manager:
1. Makes the decision and announces it
2. “Sells” the decision
3. Presents ideas and invites questions
4. Presents a tentative decision that is subject to change
5. Presents the problem, gets suggestions, and then makes the decision
6. Defines the limits and asks the group to make a decision
7. Permits the group to make decisions within prescribed limits

7. The Situational Approach to Leadership: A Focus on Leader Behavior
Leadership Situations and Decisions (continued)
Determining How to Make Decisions as a Leader
1. Forces in the Manager
Manager’s values
Level of confidence in subordinates
Personal leadership strengths
Tolerance for ambiguity

8. The Situational Approach to Leadership: A Focus on Leader Behavior
Leadership Situations and Decisions (continued)
Determining How to Make Decisions as a Leader (continued)
2. Forces in Subordinates
They have a relatively high need for independence
They have a readiness to assume responsibility for decision making
They have a relatively high tolerance for ambiguity
They are interested in the problem and believe it is important to solve it
They understand and identify with the organization’s goals
They have necessary knowledge and experience to deal with problem
They have learned to expect to share in decision making

9. The Situational Approach to Leadership: A Focus on Leader Behavior
Leadership Situations and Decisions (continued)
Determining How to Make Decisions as a Leader (continued)
3. Forces in the Situation
Type of organization in which the leader works
Effectiveness of a group
Problem to be solved
Time available to make a decision

10. The Situational Approach to Leadership: A Focus on Leader Behavior
Leadership Situations and Decisions (continued)
Determining How to Make Decisions as a Leader: An Update
The Vroom-Yetton-Jago Model
1. Organizational decisions should be of high quality
2. Subordinates should accept and be committed decisions
Decision Styles
Using the Model

11. The Situational Approach to Leadership: A Focus on Leader Behavior

12. The Situational Approach to Leadership: A Focus on Leader Behavior

13. The Situational Approach to Leadership: A Focus on Leader Behavior
Leadership Behaviors (continued)
Fiedler’s Contingency Theory
Changing the Organization to Fit the Leader
Leader–member relations
Task structure
Position power
Actions to modify the leadership situation:
1. Change the individual’s task assignment
2. Change the leader’s position power
3. Change the leader–member relations in this group

14. Leadership Today

15. Leadership Today

16. Leadership Today Servant Leadership Entrepreneurial Leadership
Servant leaders are . . .
. . . good listeners
. . . persuasive
. . . aware of their surroundings
. . . empathetic
. . . stewards
Entrepreneurial Leadership
Leader is self-employed