1. Leadership © www.paperhint.com

2. Leadership Leadership Defined The process of inspiring, influencing, and guiding others to participate in a common effort. Formal Leadership The process of influencing relevant others to pursue official organizational objectives. Informal Leadership The process of influencing other to pursue unofficial objectives that may or may not serve the organization’s interests. © www.paperhint.com

3. Trait and Behavioral Theories of Leadership Trait Theory Behavioral Styles Theory Situational Theories Fiedler’s Contingency Model Path-Goal Theory Hersey and Blanchard’s Situational Leadership Theory © www.paperhint.com

4. Historic findings reveal that leaders and followers vary by Historic findings reveal that leaders and followers vary by - intelligence - dominance - self-confidence - level of energy and activity - task-relevant knowledge Contemporary findings show that Contemporary findings show that - people tend to perceive that someone is a leader when he or she exhibits traits associated with intelligence, masculinity, and dominance - people want their leaders to be credible - credible leaders are honest, forward-looking, inspiring, and competent Leadership Traits Leadership Traits : represent the personal characteristics that differentiate leaders from followers. Trait Theory © www.paperhint.com

5. Gender and leadership Gender and leadership - men and women were seen as displaying more task and social leadership, respectively - women used a more democratic or participative style than men, and men used a more autocratic and directive style than women - men and women were equally assertive - women executives, when rated by their peers, managers and direct reports, scored higher than their male counterparts on a variety of effectiveness criteria Trait Theory (continued) © www.paperhint.com

6. Ohio State Studies 1. Consideration: 2. Initiating Structure: Ohio State Studies identified two critical dimensions of leader behavior. 1. Consideration: creating mutual respect and trust with followers 2. Initiating Structure: organizing and defining what group members should be doing Research shows that there is not one best style of leadership. The effectiveness of a particular leadership style depends on the situation at hand. Behavioral Styles Theory © www.paperhint.com

7. Situational Theories of Leadership Fiedler’s Contingency Theory Performance of the leader depends on: the degree to which the situation gives the leader control and influence (favorableness of the situation). the leader’s basic motivation to either accomplish the task or having supportive relationships with others (task or relationship motivation). The challenge is to match the leader with a suitable situation: easier to move the leader than to change the leader’s style. © www.paperhint.com

8. Employee Characteristics Employee Characteristics - Locus of control - Task ability - Need for achievement - Experience - Need for clarity Environmental Factors Environmental Factors - Employee’s task - Authority system - Work group Leadership Styles Leadership Styles - Directive - Supportive - Participative - Achievement oriented Employee Attitudes and Behavior Employee Attitudes and Behavior - Job satisfaction - Acceptance of leader - Motivation House’s Path-Goal Theory © www.paperhint.com

9. Situational Theories of Leadership (cont’d) Path-Goal Theory Derived from expectancy motivation theory. Effective leaders enhance employee motivation by clarifying perceptions of work goals. linking rewards to goal attainment. explaining how goals and rewards can be achieved. Leadership styles Directive  Supportive Participative  Achievement-oriented © www.paperhint.com

10. Selling S2 Explain decisions and provide opportunity for clarification Participating S3 Share ideas and facilitate in decision making Follower-Directed Leader-Directed Follower-Directed Leader-Directed Low Low High High Leader Behavior Task Behavior Follower Readiness High Moderate Low R4 R3 R2R1 Follower Readiness High Moderate Low R4 R3 R2R1 Relationship Behavior (supportive behavior) Delegating S4 Turn over responsibility for decisions and implementation Telling S1 Provide specific instructions and closely supervise performance Hersey and Blanchard’s Situational Leadership Theory © www.paperhint.com

11. BehaviorRecommended Behaviors Listen Intensely listen to what others have to say. Determine the true cause of performance problems. Examine Think through problems from all perspectives. Do not play favorites and find solutions that benefit everyone involved. Assist Help others to learn from mistakes and errors. Develop Explain the rationale for decisions and implement fair policies and procedures. Encourage Provide employees with the resources needed to do a job. Gently push people to advance into more demanding roles. Recognize Praise people for their good work. Focus on the positive whenever possible. Source: “CEO’s Need to Listen, Examine, Assist,” The Arizona Republic, April 22, 2001, p D2. Skills and Best Practices: Tips for Improving Leader Effectiveness © www.paperhint.com