1. Leadership
Week 11

2. The Nature of Leadership
Leaders make a difference, they are key to organizational success
People, influence, and goals
Relationship with people is not passive
Leadership is reciprocal among people
Leadership is the ability to influence people toward the attainment of goals

3. Contemporary Leadership
Leadership evolves with the needs of the organization
Leadership has evolved with technology, economic, labor, social and cultural changes
Must respond to the turbulence and uncertainty of the environment
Ethical and economic difficulties as well as globalization

4. Level 5 Leadership
Level 5 leadership refers to the highest level in a hierarchy of manager capabilities
Lack of ego (humility)
Fierce resolve to do what is best (will)
Give credit to other people
Ambitious for the company

5. Level 5 Hierarchy

6. Servant Leadership
Transcend self-interest for the good of the organization
Leadership is not about YOU
Workers should be developed
Servant leaders give away power, ideas, information, recognition, credit for accomplishments, even money

7. Authentic Leadership Leaders who know themselves
Consistent with higher order ethical values
Empower and inspire others
Open and authentic
Inspire trust and authenticity
Encourage collaboration and help others grow

8. Components of Authentic Leadership

9. Gender Differences Derived from studies of women leaders
Minimizing personal ambition
Developing others
Consensual and collaborative; interactive leadership
Influence derived from relationships

10. Gender Differences in Leadership Behaviors
Source: Data from Hagberg Consulting Group, Management Research Group, Lawrence A. Pfaff, Personnel Decisions International Inc., Advanced Teamware Inc., as reported in Rochelle Sharpe, “As Leaders, Women Rule,” BusinessWeek (November 20, 2000):

11. From Management to Leadership
Good management is essential to organizations
But, good managers must be leaders
Management promotes stability, order, and problem solving
Leadership motivates toward changing challenges
Leadership cannot replace management, there should be a balance of both

12. Leader and Manager Qualities

13. Leadership Traits Early research on leadership focused on traits
Interest in examining leadership traits has reemerged
Some traits that are considered positive can have negative consequences
The best leaders understand their traits and hone their strengths

14. Personal Characteristics of Leaders

15. Behavioral Approaches
Research beyond leadership traits, defined two leadership behaviors:
Task-oriented behavior
People-oriented behavior
Ohio State studies identified two major behaviors:
Consideration; people oriented
Initiating structure; task behavior
Michigan Studies compared behavior
Employee-centered leaders (most effective)
Job-centered leaders (not effective)

16. Contingency Approaches
How do situations influence a leader’s effectiveness?
Hersey and Blanchard (situational)
Leadership Model (Fiedler)
Substitutes for leadership concept

17. The Situational Model of Leadership
Extension of behavioral theories
Focus on characteristics of followers
Seek appropriate leadership behavior
Leadership is based on relationship with followers and readiness level of followers

18. The Situational Model of Leadership

19. Fiedler’s Contingency Theory
Leader’s style is task oriented or relationship oriented
Relatively fixed
Goal is to match the leader’s style with organizational situation
Analyze the leaders’ style to the favorability of the situation

20. Substitutes for Leadership
There are situations where leader style is unimportant
There are situations and variables that can substitute or neutralize leadership characteristics

21. Charismatic and Visionary Leadership
Charismatic leaders are skilled in the art of visionary leadership
Vision is an attractive, ideal future
Inspire and motivate people to do more
A lofty vision, “ a fire that ignites followers”
Ability to understand and empathize
Empowering and trusting subordinates
Visionary leaders speak to the hearts of employees to be a part of something big

22. Transformational versus Transactional Leadership
Clarify tasks
Initiate structure
Provide awards
Improve productivity
Hardworking
Tolerant & fair-minded
Focus on management
Transformational
Innovative
Recognize followers’ needs
Inspire followers
Create a better future
Promote significant change

23. Followership Organizations do not exist without followers
Leaders must understand their followers
Alienated follower
Conformist
Pragmatic survivor
Passive follower
Effective follower
Is the follower active or passive?

24. Styles of Followership

25. Both leaders and followers use power to get things done
Power and Influence
Position Power
Legitimate Power
Reward Power
Coercive Power
Personal Power
Expert Power
Referent Power
Other Sources of Power
Personal Effort
Network of Relationships
Information
Both leaders and followers use power to get things done

26. Seven Interpersonal Influence Tactics for Leaders