1. © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

2.  Many styles of leadership can be effective  People, influence, and goals  Leadership is the ability to influence people toward the attainment of goals  Reciprocal, occurring among people  A “people” activity, different than administration and problem solving 2

3. © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Leadership evolves as the needs of the organization change  Leadership has evolved with technology, economic, labor, social, and cultural changes  Responding to the turbulence and uncertainty of the environment 3

4. © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Four approaches for today’s turbulent times:  Level 5 leadership  Servant leadership  Authentic leadership  Interactive leadership (gender differences) 4

5. © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Highest level in a hierarchy of manager capabilities  Lack of ego (humility)  Fierce resolve to do what is best for organization  Shy and self-effacing  Credit other people 5

6. © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 6

7.  Work exists for the development of the worker  Servant leaders transcend self-interest to serve others  Servant leaders give away power, ideas, information, recognition, credit, and money 7

8. © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Leaders who know and understand themselves  Espouse and act with higher order ethical values  Staying true to one’s values and beliefs  Inspire trust and commitment  Respect diverse viewpoints 8

9. © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Encourage collaboration  Help others learn, grow, and develop as leaders 9

10. © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 10

11. © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Associated with Level 5 leaders and female leaders  Interactive leadership means that the leader favors a consensual and collaborative process  Influence derives from relationships rather than position power and formal authority 11

12. © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 12

13. © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Good management is essential to organizations  However, good managers must be leaders  Management promotes stability and order within the existing organizational structure 13

14. © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Leadership motivates toward vision and change  Leadership cannot replace management, there should be a balance of both 14

15. © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 15

16. © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Early research on leadership focused on traits  Traits – distinguishing personal characteristics of a leader  Intelligence, honesty, self-confidence and appearance  Great Man Approach to leadership  Traits are reemerging as a leadership interest 16

17. © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Effective leaders possess varied traits and combine these with their strengths  Strengths – natural talents and abilities that have been supported and reinforced with learned knowledge and skills  Provides individual with best tools for accomplishment and satisfaction 17

18. © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 18

19. © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Research beyond leadership traits  Defined two leadership behaviors:  Task-oriented behavior  People-oriented behavior  Foundation of important leadership studies 19

20. © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Identified two major behaviors:  Consideration; people oriented  Mindful of subordinates  Respects ideas and feelings  Establishes mutual trust  Initiating structure; task behavior  Task oriented  Directs work activities toward goals 20

21. © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Compared the behavior of effective and ineffective supervisors  Employee-centered leaders (most effective)  Establish high performance goals  Display supportive behavior  Job-centered leaders (not effective)  Less concerned with goal achievement/human needs  Focus on meeting schedules, cost- management, and efficiency 21

22. © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 22

23. © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. How do situations influence leader effectiveness?  Situational model of leadership  Leadership model (Fiedler)  Substitutes for leadership concept 23

24. © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Extension of behavioral theories  Focus on characteristics of followers  Seek appropriate leadership behavior  Subordinates vary in readiness determined by:  Degree of willingness and ability a subordinate demonstrates while performing a task 24

25. © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 25

26. © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Leader’s style is task oriented or relationship oriented  Relatively fixed leadership style difficult to change  Goal is to match the leader’s style with organizational situation  Analyze the leader’s style to the favorability of the situation 26

27. © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 27

28. © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 28  There are situations where leader style is unimportant  There are situations and variables that can substitute or neutralize leadership characteristics

29. © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 29

30. © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  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  Ability to understand and empathize  Empowering and trusting subordinates  Visionary leaders speak to the hearts of employees to be a part of something big 30

31. © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Transactional Clarify tasks Initiate structure Provide awards Improve productivity Hard working Tolerant and fair minded Focus on management Transformational Innovative Recognize follower needs Inspire followers Create a better future Promote significant change 31

32. © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Organization does not exist without followers  Understand followers: critical thinking versus dependent uncritical thinking  Alienated follower  Passive follower  Conformist  Pragmatic survivor  Effective follower 32

33. © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 33

34. © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Position Power  Legitimate power  Reward power  Coercive power  Personal Power  Expert power  Referent power 34 Both leaders and followers use power to get things done

35. © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Other sources of power  Personal effort  Network of relationships  Information 35

36. © 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 36