1. Leadership Not a job description Part of Management Leaders, Followers, Situations

2. Leadership Not a job description Not a permanent position IS temporary social influence … … to get people to do what they otherwise would not … … or to get people to not do what they’re inclined to

3. Leadership embedded in Management Classic view of management – 4 functions Plan Organize Lead Control

4. Leadership embedded in Management Prof. Mintzberg’s important research on management roles - descriptive rather than prescriptive Shadowed top managers in Canadian firms, observed how they spent their time

5. Top managers experience Brevity Variety Discontinuity

6. Mintzberg’s Management Roles Interpersonal –Figure head –Leader <<< –Liaison Informational –Monitor –Disseminator –Spokesperson Decisional –Entrepreneur –Disturbance handler –Resource allocator –Negotiator

7. Need all the parts for leadership Leader Follower(s) Context from Ralph Stogdill – 1940’s aka ABC’s - actors/behaviors/context Hollander notes the “essential interdependence of leadership and followership”

8. The Varieties of Leadership Models Type - Great person v. Cultural determinists Trait – analyze important personal qualities Behavioral – it’s what leaders do, not what they are that matters Contingency – leading depends on the mix of leader, follower, situational demands

9. Bale’s Interaction Process Analysis Research Studied “initially leaderless” groups Found 2 roles emerged –Task oriented –Socio-emotional support Found that when groups were re-organized, different people took those roles Strong message – leadership influence is temporary – a smart manager knows when s/he should lead, when others need to be given the space

10. Fiedler’s Contingency Model Leader Attribute – LPC score Situation –Leader-member relations –Task structure –Leader position power Leader Style that works differs across 8 situations

11. Dyadic Focus Graen’s Vertical Dyadic Leadership model –Unit of analysis is dyad –Exchange is reciprocal between leader and direct report –Leaders differentiate how they treat direct reports, based on scarcity of time, predicted potential of direct report

12. Before Friday’s (6/30) class E-mail me with the name of the leader you wish to study Be sure to put “480” in the e-mail subject line