1. Leadership

2. A Leadership Story: A group of workers and their leaders are set a task of clearing a road through a dense jungle on a remote island to get to the coast where an estuary provides a perfect site for a port. The leaders organise the labour into efficient units and monitor the distribution and use of capital assets – progress is excellent. The leaders continue to monitor and evaluate progress, making adjustments along the way to ensure the progress is maintained and efficiency increased wherever possible. Then, one day amidst all the hustle and bustle and activity, one person climbs up a nearby tree. The person surveys the scene from the top of the tree.

3. A Leadership Story: And shouts down to the assembled group below… “Wrong Way!” (Story adapted from Stephen Covey (2004) “The Seven Habits of Highly Effective People” Simon & Schuster). “Management is doing things right, leadership is doing the right things” (Warren Bennis and Peter Drucker)

4. Leadership The ability to influence a group toward the achievement of goals “Management is doing things right, leadership is doing the right things” (Warren Bennis and Peter Drucker)

6. What is Leadership Leadership – the process through which leaders exert such influence on other group members. Leader – a person who can influence others to be more effective in working to achieve their mutual goals and maintain effective working relationships among members. Leadership skills – sum total of your ability to help the group achieve its goals and maintain an effective working relationship among members.

7. Traits of the Excellent Leader Excellent leaders have: A vision and purpose. Clear goals. Strong commitment. Flexibility. An understanding of change. Active listening skills. Confidence to take risks.

8. Traits of the Excellent Leader Excellent leaders are: Knowledgeable about the total organization. Able to learn from mistakes. Excellent communicators/listeners. Able to speak clearly and effectively. Resourceful. Realistic.

9. Leadership Trait Theory Assumes that there are distinctive physical and psychological characteristics accounting for leadership effectiveness. Ghiselli’s six significant leadership traits Supervisory ability (Getting the job done through others). Need for occupational achievement (Seeking responsibility). Intelligence (Good judgment, reasoning, thinking capacity). Decisiveness (Solve problems and make decision). Self-assurance (Copes with problems, self- confidence). Initiative (Self-starting).

10. Behavioral Leadership Theories Assume that there are distinctive styles that effective leaders use consistently, or, that good leadership is rooted in behavior. Basic leadership styles Autocratic (Theory X) Democratic (Theory Y) Laissez-faire (free-rein)

11. Leadership BehavioralTheory: Lewin Studies Democratic Style - the leader takes collaborative, reciprocal, interactive actions with followers; followers have high degree of discretionary influence Laissez-Faire Style - the leader fails to accept the responsibilities of the position; creates chaos in the work environment Autocratic Style - the leader uses strong, directive, controlling actions to enforce the rules, regulations, activities, & relationships; followers have little discretionary influence

13. Ohio State/U. of Michigan Model High consideration (employee centered) and Low structure (job centered) High structure (job centered) and High consideration (employee centered) 1 23 4 Low consideration (employee centered) and Low structure (job centered) High structure (job centered) and Low consideration (employee centered) Initiating structure (job centered) High Low Consideration (employee centered) High Low 3

14. The Leadership Grid The Managerial Grid: Blake and Mouton’s model identifying the ideal leadership style as having a high concern for both production and people. Five major styles (out of 81 possible) The impoverished manager (1,1) The sweatshop manager (9,1) The country club manager (1,9) The organized person manager (5,5) The team manager (9,9)

15. The Leadership Grid 1,99,9 9,11,1 5,5 Concern for production High 9 9 High Low 1 Concern for people

16. Leadership Grid Definitions Leadership Grid – an approach to understanding a leader’s or manager’s concern for results (production) and concern for people “Organization Man” (5,5) – A middle- of-the-road leader Authority Compliance Manager (9,1) – a leader who emphasizes efficient production Country Club Manager (9,1) – a leader who creates a happy, comfortable work environment

17. Leadership Grid Definitions Team Manager (9,9) – a leader who builds a highly productive team of committed people Impoverished Manager (1,1) – A leader who exerts just enough effort to get by Paternalistic “father knows best” Manager (9+9) – a leader who promises reward and threatens punishment Opportunistic “what’s in it for me” Manager (Opp) – a leader whose style aims to maximize self-benefit

18. Leadership Grid High 9 8 7 6 5 4 3 2 1 Concern for production Concern for People 1,9 Country club management 5,5 Organization man management Impoverished management 1,1 9,9 Team management Authority- obedience management 9,1 SOURCE: The Leadership Grid® figure, Paternalism Figure and Opportunism from Leadership Dilemmas - Grid Solutions, by Robert R. Blake and Anne Adams McCanse. (Formerly the Manageerial Grid by Robert R. Blake and Jane S. Mouton). Houston: Gulf Publishing Company, (Grid Figure: p. 29, Paternalism Figure: p. 30, Opportunism Figure: p. 31). Copyright© 1991 by Blake and Mouton, and Scientific Methods, Inc. Reproduced by permission of the owners. 1 2 3 4 5 6 7 8 9 High Low Opportunistic management 9+9 Paternalism/ Maternalism management

19. Fiedler’s Contingency Theory Fiedler’s Contingency Theory - classifies the favorableness of the leader’s situation Least Preferred Coworker (LPC) - the person a leader has least preferred to work with over his or her career Task Structure - degree of clarity, or ambiguity, in the group’s work activities Position Power - authority associated with the leader’s formal position in the organization Leader-Member Relations – quality of interpersonal relationships among a leader and group members

20. Contingency Leadership Model Question 1 Are leader-member relations good or poor? Question 2 Is the task structured or unstructured? Question 3 Is position power strong or weak? Appropriate Style Situation 1Task 2Task 3Task 4Relationship 5Relationship 6Relationship 7Either 8 Task End Start Strong Weak Strong Weak Strong Weak Strong Weak Structured Unstructured Good Poor

22. Hersey-Blanchard Situational Leadership Model Immature Employees LowHigh Low Mature Employees Willing/Able Unwilling/ableWilling/unable Unwilling/unable 4 3 2 1 Leader’s concern with task Leader’s concern with relationship SOURCE: Adapted from P. Hersey and K. H. Blanchard, Management of Organizational Behavior: Utilizing Human Resources, 3rd ed. (Upper Saddle River, N.J.: Prentice-Hall, 1977),170.

23. As a transformational leader, I inspire and excite followers to high levels of performance. Developments in Leadership Theory Transformational Leadership As a transactional leader, I use formal rewards & punishments.

24. Transformational Leadership Transformational leadership: focuses on the behaviors of successful top-level managers. Three acts: Recognizing the need for revitalization. Creating a new vision. Instituting a change. Transformational leadership styles: Charismatic Leadership Transactional Leadership

25. Charismatic Leadership Charismatic Leadership - the use, by a leader, of personal abilities & talents in order to have profound & extraordinary effects on followers Charisma - means “gift” in Greek Charismatic leaders use referent power Potential for high achievement & performance Potential for destructive & harmful courses of action

26. Five Types of Followers Dependent, uncritical thinking Independent, critical thinking Passive Active Alienated followers Survivors Sheep Yes people Effective followers SOURCE: Reprinted by permission of Harvard Business Review. From “In Praise of Followers,” by R. E. Kelley, Vol. 66 1988, p. 145. Copyright © 1988 by Harvard Business School Publishing Corporation.

27. Guidelines for Leadership Unique attributes, predispositions, & talents of each leader should be appreciated Organizations should select leaders who challenge but not destroy the organizational culture Leader behaviors should demonstrate a concern for people; it enhances follower well-being Different leadership situations call for different leadership talents & behaviors Good leaders are likely to be good followers

28. Leadership “Good leaders don’t ask more than their constituents can give, but they often ask–and get–more than their constituents intended to give or thought it was possible to give.” John W. Gardner, Excellence, 1984

29. Emerging Issues in Leadership Discuss Trust Leading Virtual TeamsEmotional Intelligence Women Leaders

30. Emergence of Women Leaders Discuss