1. 1-1 Leadership

2. 1-2 Leadership and Power Theory ●Legitimate power –Granted through the organization ●Reward power –Give or withhold rewards ●Coercive power –Force compliance ●Referent power –Comes from identification, loyalty, charisma ●Expert power

3. Understanding Leadership Practical ●Leadership traits –Aren’t any universal, generic traits –Can always find exceptions (even bad people are leaders) ●Persistence –One study showed 97% of CEOs had this trait

4. 1-4 The Leadership Grid The Leadership Grid Theory ●A method of evaluating leadership styles to train managers using OD techniques so that they are simultaneously more concerned for both people and production. ●Concern for production: –Deals with the job aspects of leader behavior. ●Concern for people: –Deals with the people aspects of leader behavior.

5. 1-5 Leadership Grid

6. 1-6 Situational Approaches LPC Theory ●Least preferred co-worker (LPC) ●Manager takes test to assess their orientation –Done with least preferred co-worker in mind ●Managers are classified as either –Task-oriented, or –Relationship-oriented ●Appropriate leader depends upon the situation –Argued that managerial style is fixed ●Put the right person in the right situation ●Use task-oriented management in most and least favorable situations ●Use relationship-oriented management in moderate cases

7. 1-7 LPC Theory

8. 1-8 Vroom’s Development-Driven Decision Tree

9. 1-9 Vroom’s Time-Driven Decision Tree

10. 1-10 Leader-Member Exchange (LMX) ●Defines different categories for subordinates –In-Group –Out-Group Practical ●This certainly occurs ●Not sure how useful this is

11. 1-11 Political Behavior ●Inducement –Offer to give something in return ●Persuasion –Uses logic and emotion ●Creation of an obligation –Give something now for future repayment ●Coercion –Threaten