2. Spring 2007Leadership1

3. Spring 2007Leadership2 Definitions & overview Power Trait approaches Contingency Transformational and transactional leadership Dysfunctional leadership

4. Spring 2007Leadership3 Leadership: Definitions & Overview Ability to influence a group toward the achievement of goals Requires a leader and follower(s) Different from management?? Leadership = doing the right things Management = doing things right Successful vs. effective managers

5. Spring 2007Leadership4 Power Power is the underlying ability, used or not, that a person has to influence the thoughts or actions of another person. Social influence

6. Spring 2007Leadership5 The Limits of Power Is power unlimited? Does power transfer from one setting to another? The entrepreneurial transition What about the Zone of Indifference?Zone of Indifference Should power be unlimited? “Power corrupts…” Ethical implications of control over others

7. The Zone of Indifference ?Bring sandwiches to boss for lunch NoType school papers for boss’s kids No“Fudge” boss’s expense accounts REQUESTED ACTION OBEY? NoWork Sundays NoShop during lunch hour for boss ?Make coffee for the office YesWork 40 hours in the week YesType letters YesPerform filing YesWork occasional paid overtime Inside zone of indifference: Normal inducements sufficient Outside zone of indifference: Extraordinary inducements required

8. Spring 2007Leadership7 Sources of Power Coercive Rewar d Legitimate Referent Expert Charismatic More on Charisma Informational Associative

9. Spring 2007Leadership8 Bases of Power TypeBasis CoercivePunishment RewardReward (tangible or intangible) LegitimatePosition ReferentLiking, respect ExpertKnowledge and expertise InformationalInsider information (how-to) CharismaticCommunicating desire to achieve a vision; inspiring others

10. Spring 2007Leadership9 Responses to the Use of Power

11. Spring 2007Leadership10 Trait Approaches A 1991 study shows strong evidence for these traits Drive: achievement, ambition, energy, tenacity, and initiative Leadership motivation: personalized vs. socialized Honesty and integrity: truthful, ethical, principled Self-Confidence: including emotional stability Cognitive ability Knowledge of the business Weaker support was found for: Charisma Creativity and originality Flexibility

12. Spring 2007Leadership11 The Need for Power Personalized Desire for power for its own sake Power to fulfill personal needs Socialized Desire for power to accomplish goals Power to fulfill needs of others (and self, too)

13. Spring 2007Leadership12 Ohio State Model Concern for people Concern for the job (task, production) Are they mutually exclusive? PeopleJob

14. Spring 2007Leadership13 The Managerial Grid 1 5 9 15 9 Concern for People Concern for Production Country Club Team Management Impoverished Management Compliance with Authority Middle of the Road

15. Spring 2007Leadership14 Situational Leadership Blanchard & Hersey Different people have different needs One-style-fits-all leadership doesn’t work

16. Leadership Styles Low High LowHigh Supportive Behavior Task Behavior S4 Delegate S3 Participate S2 Sell S1 Tell

17. Spring 2007Leadership16 Development Levels

18. Spring 2007Leadership17 Leadership Styles Style 1: Directing The leader provides specific instructions and closely supervises task accomplishment Style 2: Coaching The leader continues to direct and closely supervise task accomplishment, but also explains decisions, solicits suggestions, and supports progress Style 3: Supporting The leader facilitates and supports subordinates’ efforts toward task accomplishment and shares responsibility for decision making with them Style 4: Delegating The leader turns over responsibility for decision making and problem solving to subordinates

19. Spring 2007Leadership18 Transformational and Transactional Leadership Transactional leadership….. Clarify task and role requirements Provide structure and rewards Meet subordinates’ social needs Transformational leadership…. Broadens and elevates subordinates’ interests Promotes awareness and acceptance of a shared vision Moves employees to pursue the best interests of the organization

20. Spring 2007Leadership19 Becoming a Transformational Leader: The Four I’s Idealized Influence Serving as a role model Inspirational Motivation Encouraging subordinates to challenge processes and impart meaning to work Intellectual Stimulation Fostering subordinates’ sense of creativity and innovation Individual Consideration Attending and responding to individual needs

21. Spring 2007Leadership20 Another Approach Focusing attention on specific issues of concern, concentrating on analysis, problem solving, and action. Communicating with empathy and sensitivity. Demonstrating consistency and trustworthiness by one's behavior, being honest, sticking with a decision, and following through on decisions. Expressing active concern for people including one's self, thus modeling self-regard, and reinforcing feelings of self-worth in others.

22. Spring 2007Leadership21 Charismatic Power Self-confidence Vision Ability to articulate the vision Strong convictions about the vision Behavior that is out of the ordinary Change agent Environmental sensitivity Back to Power

23. Spring 2007Leadership22 Fatal Flaws of Leaders Who Derail Insensitive to others Aloof and arrogant Betrayal of trust Overly ambitious Over-managing Unable to think strategically Unable to adapt to situations Overly dependent on an advocate or mentor