1. Taking the Lead

2. Great Leaders

3. Taking the Lead Seven Characteristics of a Superior Leader

4. Based on 50 years of management research, effective leaders share seven characteristics: ambition and energy the desire to lead honesty and integrity self-confidence intelligence job-relevant knowledge a self-monitoring personality The Seven Characteristics

5. None of these traits guarantee success. There are non-effective leaders that also have the same traits The evidence is also unclear in separating cause from effect. And, traits do a better job at predicting the appearance of leadership than in actually distinguishing between effective and ineffective leaders

6. Experience There is a prevailing thought that experience prepares one for leadership, especially in the business community, In fact that is not actually the case. Studies of military officers, research and development teams, shop supervisors, post office administrators, and even school principals indicate that experienced managers often do not outperform inexperienced managers.

7. The key to these findings is situational variability. While past behavior can predict future behavior, it is critical to consider the relevance of past experience to a new situation. Only if a person's leadership experience was obtained in a situation similar to the new one, can it be a reasonably good predictor of future leadership performance

8. Style So how about style? When looking at the styles of successful leadership, three dimensions are considered Task Relationship Development

9. The task dimension refers to the following actions: Setting and holding accountable specific group- member goals defining and structuring group-member work assignments emphasizing deadlines

10. The relationship dimension encompasses actions such as: developing good interpersonal relationships being friendly and approachable Coaching Counseling (being concerned with workers' personal problems)

11. And development actions involve: experimentation innovative problem solving encouraging change allowing risk taking

12. The actual style is to vary each one of the dimensions based on an individuals Ability Desire Knowledge

13. Taking the Lead Anyone Can Lead

14. Discussion on the Architects Dilemma. What does this tell you concerning leadership?

15. Task and Maintenance Functions Lets look at the group task functions How can they help get the job done in a more effective manner? Which function or functions do you think you fit into?

16. Now let us look at the group maintenance functions. Can you see how these functions keep the job or task on an even keel? Which functions fit you the best?

17. Taking the Lead Everyone is a Leader

18. Developing Leadership Behaviors In Our Jobs In our daily work we are given many, many opportunities to stretch ourselves and use some of the leadership skills Give some examples of when you feel you might have an opportunity

19. Read the Case Study “Community Fund- Raising Campaign” in the handouts What type of behaviors will Marcia need for the meeting? Tie the behavior to the specific area or task How would you handle the situation?

20. Now read the second case study, “The man with patch on his eye” What behaviors did you see being used in this exercise? How would you feel going “around” your supervisor?

21. Reflections

22. Questions?

23. Handouts