1. © Prentice Hall, 2005 1 - 1

2. © Prentice Hall, 2005 1 - 2ObjectivesObjectives 1.A working definition of leadership 2.An understanding of the relationship between leading and managing 3.An appreciation for the trait and situational approaches to leadership 4.Insights into using leadership theories that emphasize decisionmaking situations 5.Insights into using leadership theories that emphasize more general organizational situations 6.An understanding of alternatives to leader flexibility 7.An appreciation of emerging leadership styles and leadership issues of today

3. © Prentice Hall, 2005 1 - 3 Defining Leadership Leader Versus Manager Managing Broader in scope Focuses on nonbehavioral issues Leading Emphasizes behavioral issues

4. © Prentice Hall, 2005 1 - 4 Defining Leadership

5. © Prentice Hall, 2005 1 - 5 The Trait Approach to Leadership Successful leaders tend to possess: 1. Intelligence, including judgment and verbal ability 2. Past achievement in scholarship and athletics 3. Emotional maturity and stability 4. Dependability, persistence, and a drive for continuing achievement 5. The skill to participate socially and adapt to various groups 6. A desire for status and socioeconomic position

6. © Prentice Hall, 2005 1 - 6 The Situational Approach to Leadership: A Focus on Leader Behavior Leadership Situations and Decisions The Tannenbaum and Schmidt Leadership Continuum The manager: 1. Makes the decision and announces it 2. “Sells” the decision 3. Presents ideas and invites questions 4. Presents a tentative decision that is subject to change 5. Presents the problem, gets suggestions, and then makes the decision 6. Defines the limits and asks the group to make a decision 7. Permits the group to make decisions within prescribed limits

7. © Prentice Hall, 2005 1 - 7 The Situational Approach to Leadership: A Focus on Leader Behavior

8. © Prentice Hall, 2005 1 - 8 The Situational Approach to Leadership: A Focus on Leader Behavior Leadership Situations and Decisions (continued) Determining How to Make Decisions as a Leader 1. Forces in the Manager Manager’s values Level of confidence in subordinates Personal leadership strengths Tolerance for ambiguity

9. © Prentice Hall, 2005 1 - 9 The Situational Approach to Leadership: A Focus on Leader Behavior Leadership Situations and Decisions (continued) Determining How to Make Decisions as a Leader (continued) 2. Forces in Subordinates They have a relatively high need for independence They have a readiness to assume responsibility for decision making They have a relatively high tolerance for ambiguity They are interested in the problem and believe it is important to solve it They understand and identify with the organization’s goals. They have necessary knowledge and experience to deal with problem They have learned to expect to share in decision making

10. © Prentice Hall, 2005 1 - 10 The Situational Approach to Leadership: A Focus on Leader Behavior Leadership Situations and Decisions (continued) Determining How to Make Decisions as a Leader (continued) 3. Forces in the Situation Type of organization in which the leader works Effectiveness of a group Problem to be solved Time available to make a decision

11. © Prentice Hall, 2005 1 - 11 The Situational Approach to Leadership: A Focus on Leader Behavior Leadership Situations and Decisions (continued) Determining How to Make Decisions as a Leader: An Update The Vroom-Yetton-Jago Model 1. Organizational decisions should be of high quality 2. Subordinates should accept and be committed decisions Decision Styles Using the Model

12. © Prentice Hall, 2005 1 - 12 The Situational Approach to Leadership: A Focus on Leader Behavior

13. © Prentice Hall, 2005 1 - 13 The Situational Approach to Leadership: A Focus on Leader Behavior

14. © Prentice Hall, 2005 1 - 14 The Situational Approach to Leadership: A Focus on Leader Behavior Leadership Behaviors The OSU Studies Structure behavior Consideration behavior Leadership Style The Michigan Studies Job-Centered Behavior Employee-Centered Behavior

15. © Prentice Hall, 2005 1 - 15 The Situational Approach to Leadership: A Focus on Leader Behavior

16. © Prentice Hall, 2005 1 - 16 The Situational Approach to Leadership: A Focus on Leader Behavior Leadership Behaviors (continued) Effectiveness of Various Leadership Styles Comparing Styles The Hersey–Blanchard Life Cycle Theory of Leadership Maturity The Life Cycle Model Exceptions to the Model Applying Life Cycle Theory

17. © Prentice Hall, 2005 1 - 17 The Situational Approach to Leadership: A Focus on Leader Behavior

18. © Prentice Hall, 2005 1 - 18 The Situational Approach to Leadership: A Focus on Leader Behavior Leadership Behaviors (continued) Fiedler’s Contingency Theory Changing the Organization to Fit the Leader Leader–member relations Task structure Position power Actions to modify the leadership situation: 1. Change the individual’s task assignment 2. Change the leader’s position power 3. Change the leader–member relations in this group

19. © Prentice Hall, 2005 1 - 19 The Situational Approach to Leadership: A Focus on Leader Behavior

20. © Prentice Hall, 2005 1 - 20 The Situational Approach to Leadership: A Focus on Leader Behavior

21. © Prentice Hall, 2005 1 - 21 The Situational Approach to Leadership: A Focus on Leader Behavior Leadership Behaviors (continued) The Path–Goal Theory of Leadership Leadership Behavior 1. Directive behavior 2. Supportive behavior 3. Participative behavior 4. Achievement behavior Adapting Behavior to Situations

22. © Prentice Hall, 2005 1 - 22 Leadership Today

23. © Prentice Hall, 2005 1 - 23 Leadership Today Transformational Leadership The Tasks of Transformational Leaders Coaching Coaching Behavior Listens closely Gives emotional support Shows by example what constitutes appropriate behavior Superleadership Leading by showing others how to lead themselves

24. © Prentice Hall, 2005 1 - 24 Leadership Today

25. © Prentice Hall, 2005 1 - 25 Leadership Today Servant Leadership Servant leaders are...... good listeners.... persuasive.... aware of their surroundings.... empathetic.... stewards. Entrepreneurial Leadership Leader is self-employed

26. © Prentice Hall, 2005 1 - 26 Leadership Today

27. © Prentice Hall, 2005 1 - 27 Questions