1. Leadership BOH4M

2. Leadership The process of inspiring others to work hard to accomplish important tasks

3. What makes an effective leader? Leadership research had been based on both trait and behavioural theories It would be optimistic to believe that there could be consistent and unique traits or behaviours that would apply across the board to all effective leaders

4. Edwin Locke’s Personal Traits of Successful Leaders Drive Self-confidence Creativity Cognitive Ability Business Knowledge Motivation Flexibility Honesty and Integrity

5. Power The ability to get someone else to do something you want done or to make things happen the way you want There are two sources of managerial power:  position power  personal power

6. Position Power Based on a manager’s official status in the organization’s hierarchy of authority Sources of position power: 1. Reward power: the capability to offer something of value––a positive outcome––as a means of influencing the behavior of other people 2. Coercive power: the capability to punish as a means of influencing the behavior of other people 3. Legitimate power: the right by virtue of one’s organizational position or status to exercise control over persons in subordinate positions

7. Personal Power Reflects the unique personal qualities that a person brings to the leadership situation Sources of personal power: 1. Expert power: the capacity to influence the behavior of other people because of one’s knowledge, understanding, and skills 2. Referent power: the capacity to influence the behavior of other people because they admire you and want to identify positively with you

8. Visionary Leadership Vision  refers to a future that one hopes to create in order to improve upon the present state of affairs Visionary leadership  describes a leader who brings to the situation a clear and compelling sense of the future as well as an understanding of the actions needed to get there successfully.

9. Leadership Styles Democratic Autocratic Laissez-Faire (among many others)

10. Autocratic Leadership The manager allows subordinates little involvement and discussion before a decision is taken In businesses, this is often disastrous, since other opinions are ignored and consequently, mistakes made  Directive or Command and Control Style: Leaders tell group members what to do and they expect compliance.  Manipulative: Leader gets their way by scheming ways to get employees to do what is wanted

11. Democratic Leadership The manager allows subordinates to discuss issues and reach decisions although he will guide and advise In business, the majority is not always right and this can lead to mistakes  Inclusive  Participative  People-Oriented

12. Laissez-faire The manager does not interfere with subordinates Pretty much let employees do what they want  This can lead to situations where 'things just happen‘  This can work, but often leads to anarchy