1. MultiMedia by Stephen M. Peters© 2002 South-Western Leadership

2. MultiMedia by Stephen M. Peters© 2002 South-Western Leading is Concerned With  Establishing values, culture, and climate.  Defining a mission.  Identifying core competencies.  Scanning environments.  Sensing the need for change.  Creating a vision for the future.  Enlisting cooperation and support for that vision.  Keeping people and processes focused.  Unleashing the full potential of everyone.

3. MultiMedia by Stephen M. Peters© 2002 South-Western Leadership and Influence Leadership: The process of influencing individuals and groups to set and achieve goals. Influence: The power to sway other people to one’s will or views.

4. MultiMedia by Stephen M. Peters© 2002 South-Western Those Who Practice Leadership DirectCounsel Inspire others Persuade Guide Coach

5. MultiMedia by Stephen M. Peters© 2002 South-Western Leadership Three Sets of Variables 1. The leader 2. Those being led 3. Circumstances and situations they find themselves facing

6. MultiMedia by Stephen M. Peters© 2002 South-Western The Yukl Group’s Nineteen Categories of Leadership Behavior 1. Performance emphasis 2. Consideration 3. Inspiration 4. Praise-recognition 5. Structuring reward contingencies 6. Decision participation 7. Autonomy-delegation 8. Role clarification 9. Goal setting 10. Training-coaching 11. Information dissemination 12. Problem solving 13. Planning 14. Coordinating 15. Work facilitation 16. Representation 17. Interaction facilitation 18. Conflict management 19. Criticism-discipline

7. MultiMedia by Stephen M. Peters© 2002 South-Western Managers Plan Organize Lead Staff Control

8. MultiMedia by Stephen M. Peters© 2002 South-Western Relationship Between Management and Leadership Leadership Ability Management Ability People Who Have Both Leadership Ability and Management Ability People Who Have Leadership Ability but Are Not Managers People Who Have Management Ability but Are Not Leaders

9. MultiMedia by Stephen M. Peters© 2002 South-Western Differences Between Management and Leadership Planning and budgeting Organizing and staffing Controlling and problem solving Management Establishing direction Aligning people Motivating Leadership

10. MultiMedia by Stephen M. Peters© 2002 South-Western Five Foundation Stones of Leadership  Legitimate Power – derives from their positions in their organizations.  Coercive Power – result of the exercise of legitimate power.  Reward Power – the right to promise or grant rewards, such as raises and promotions, is often the result of exercising legitimate power.  Expert Power – a person’s abilities, skills, knowledge, and experience can exert influence when others value them.  Referent Power – related to the kind of personality or personal attractiveness.

11. MultiMedia by Stephen M. Peters© 2002 South-Western Motivation Continuum Opportunity for Advancement Responsibility Recognition Financial Rewards Praise Status Threats Reprimands Financial Penalties Suspension Termination Positive Motivation Negative Motivation

12. MultiMedia by Stephen M. Peters© 2002 South-Western Leadership Styles and the Distribution of Decision-Making Authority Manager’s Exercise of Authority Subordinates’ Share of Decision-Making Authority Autocratic Style Manager makes decision, announces it, and seeks feedback. Participative Style Manager makes decision with input from subordinates. Free-Rein Style Subordinate makes decision subject to limits set by boss.

13. MultiMedia by Stephen M. Peters© 2002 South-Western Decision-Making Styles Which style a manager chooses should relate to the situation encountered. Free-rein style Participative style Autocratic style

14. MultiMedia by Stephen M. Peters© 2002 South-Western To Use the Autocratic Style Effectively  Managers must: Know what needs to be done. Possess expert power. Face issues that they are best equipped to solve. Create solutions in which implementation does not depend on others. Desire to communicate through orders and instructions.  Managers must: Know what needs to be done. Possess expert power. Face issues that they are best equipped to solve. Create solutions in which implementation does not depend on others. Desire to communicate through orders and instructions.

15. MultiMedia by Stephen M. Peters© 2002 South-Western Democratic Approach Works best for resolving issues that affect more than just the manager. Others in a manager’s unit know more than the manager does about an issue. Mutual trust and respect must exist. Subordinates must be willing to participate and be trained to do so.

16. MultiMedia by Stephen M. Peters© 2002 South-Western Free-Rein Style Relies heavily on delegation of authority. Works best when the parties have expert power. Works particularly well with managers and experienced professionals.

17. MultiMedia by Stephen M. Peters© 2002 South-Western Task Focus Emphasizes Technology Programs Methods Plans Goals Deadlines Getting the work out

18. MultiMedia by Stephen M. Peters© 2002 South-Western Focus on Employees Builds teamwork Emphasizes workers’ needs Treats employees as valuable assets Can decrease absenteeism Can increase job satisfaction

19. MultiMedia by Stephen M. Peters© 2002 South-Western Ohio State University Leader Behavior Studies 1. Consideration defined as concern for subordinates’ ideas and feelings. Leaders who rated high in consideration: –Communicated openly. –Developed teams. –Focused on subordinates’ needs. 2. Initiating structure defined as concern for goal achievement and task orientation. Leaders who rated high in initiating structure were concerned with: –Deadlines. –Planning work. –Meeting schedules. Studied two factors:

20. MultiMedia by Stephen M. Peters© 2002 South-Western Theories of Situational Leadership Fiedler’s Contingency Model Hersey and Blanchard’s Life-Cycle Theory House and Mitchell’s Path-Goal Theory

21. MultiMedia by Stephen M. Peters© 2002 South-Western The Path-Goal Theory Suggests that Leadership style is effective or ineffective on the basis of how successfully leaders support their subordinates’ perceptions of: Goals that need to be achieved. Rewards for successful performance. Behaviors that lead to successful performance.

22. MultiMedia by Stephen M. Peters© 2002 South-Western House and Mitchell (1974) Based on the Following Two Assumptions: 1. A leader’s behavior is acceptable and satisfying to subordinates to the extent that they view it as either an immediate source of satisfaction or as an instrument to some future satisfaction. 2. A leader’s behavior will increase subordinates’ efforts if it links satisfaction of their needs to effective performance and supports their efforts to achieve goals.

23. MultiMedia by Stephen M. Peters© 2002 South-Western House and Mitchell, 1974 Four Kinds of Leadership Behavior 1. Instrumental behavior (task-oriented) 2. Supportive behavior (employee-oriented) 3. Participative behavior (employee-oriented) 4. Achievement-oriented behavior (employee-oriented)

24. MultiMedia by Stephen M. Peters© 2002 South-Western Two Situational Factors in the Path-Goal Theory 1. The personal characteristics of subordinates 2. The work environment

25. MultiMedia by Stephen M. Peters© 2002 South-Western Personal Characteristics of Subordinates Their abilitiesSelf-confidence Perceptions of their leaders Personal needs and motivation

26. MultiMedia by Stephen M. Peters© 2002 South-Western Hersey and Blanchard’s Life-Cycle Theory Builds on and combines ideas from the managerial grid and path-goal theory. Does not allow for changes in situations. Assumes that leaders are capable and mature.