1. Leadership

2. What is Leadership?

3. Leadership and Followership Leadership – the process of guiding and directing the behavior of people in the work environment Formal leadership – the officially sanctioned leadership based on the authority of a formal position Informal leadership – the unofficial leadership accorded to a person by other members of the organization Followership – the process of being guided and directed by a leader in the work environment

4. Leadership vs. Management Leaders and managers – Have distinct personalities – Make different contributions Both make valuable contributions Each one’s contributions are different Leaders agitate for change and new approaches Managers advocate for stability and status quo

5. Leaders and Managers Personality Dimension ManagerLeader Attitudes toward goals Impersonal, passive, functional; goals arise out of necessity and reality Personal, active; goals arise from desire and imagination Conceptions of work Combines people, ideas, things; seeks moderate risk, enables process Looks for fresh approaches to old problems; seeks high- risk with high payoffs Relationships with others Prefers to work with others; avoids close and intense relationships, avoids conflicts Comfortable in solitary work; encourages close, intense relationships; not averse to conflict Sense of selfBorn once; accepts life as it is; unquestioning Born twice; struggles for sense of order questions life

6. Early Trait Theories Distinguished leaders by – Physical attributes – Personality characteristics – Social skills and speech fluency – Intelligence and scholarship – Cooperativeness – Insight Early trait theory research resulted in controversial findings

7. Leadership Behavioral Theory: 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, and relationships; followers have little discretionary influence

8. Leadership Behavioral Theory: Ohio State Studies Initiating Structure – Initiating Structure – leader behavior aimed at defining and organizing work relationships and roles; establishing clear patterns of organization, communication, and ways of getting things done Consideration – Consideration – leader behavior aimed at nurturing friendly, warm working relationships, as well as encouraging mutual trust and interpersonal respect within the work unit

9. Leadership Behavioral Theory: Michigan Studies Production-Oriented Leader Constant leader influence Direct or close supervision Many written or unwritten rules and regulations Focus on getting work done Employee-Oriented Leader Relationship-focused environment Less direct/close supervision Fewer written or unwritten rules and regulations Focus on employee concern and needs

10. Concern for People Concern for Production High Low Leadership Grid Definitions Leadership Grid – an approach to understanding a leader’s or manager’s concern for results (production) and concern for people 5,5 Organization Man (5,5) – a middle-of-the- road leader

11. Concern for People Concern for Production High Low Leadership Grid Definitions Country Club Manager (1,9) – a leader who creates a happy, comfortable work environment 1,9 9,1 Authority Compliance Manager (9,1) – a leader who emphasizes efficient production

12. Concern for People Concern for Production High Low Leadership Grid Definitions Impoverished Manager (1,1) – a leader who exerts just enough effort to get by 1,1 9,9 Team Manager (9,9) – a leader who builds a highly productive team of committed people

13. Leadership Grid Definitions Paternalistic “father knows best” Manager (9+9) – a leader who promises reward and threatens punishment Concern for People Concern for Production High Low 1,9 9,1 9+9

14. Leadership Grid Definitions Opportunistic “what’s in it for me” Manager (Opp) – a leader whose style aims to maximize self-benefit Opportunistic Management Concern for People Concern for Production High Low 1,9 9,1 9,9 1,1 5.5 1,9 9,1 9+9

15. Path–Goal Theory of Leadership Leader behavior styles Directive Supportive Participative Achievement oriented Follower path perceptions Effort–Performance– Reward linkages Follower goals Satisfaction Rewards Benefits Workplace characteristics Task structure Work group Authority system Follower Characteristics Ability level Authoritarianism Locus of control