1. HED 362 – L. Good LEADERSHIP

2. HED 362 – L. Good Management vs. Leadership Management is not something you do to other people You mange your inventory, your checkbook, your resources You mange things, you lead people Leadership: The skill of influencing people to work enthusiastically toward goals identified as being for the common good. A CHOICE

3. HED 362 – L. Good LEADERSHIP - Theories Trait Theories 1920’s – 1950’s Personal characteristics Intelligence, dominance, alertness Leaders born not made No cause and effect between leadership and traits

4. HED 362 – L. Good LEADERSHIP - Qualities Honesty Single most important ingredient is integrity Measured by observing behavior Forward Looking (Vision) Sense of direction Concern for future

5. HED 362 – L. Good LEADERSHIP - Qualities Inspiring Enthusiastic, energetic, positive Cheerleader Competent Capable and effective to lead toward goals Not a specialist in all areas – but takes time to learn “Value-added” competence

6. HED 362 – L. Good LEADERSHIP - Qualities Fair-minded Supportive Broad-minded Intelligent

7. HED 362 – L. Good LEADERSHIP - Theories Behavioral Theories Late 1940’s - 1950’s Behavior vs. traits U of M studies Production centered Employee centered PC less effective actual performance

8. HED 362 – L. Good LEADERSHIP - Theories Ohio State studies Initiating structure Well defined job guidelines, channels of communication Consideration Emphasizes trust, respect, rapport, participatory decision making

9. HED 362 – L. Good LEADERSHIP - Theories Ohio State studies – findings Higher Initiating Structure yielded high proficiency ratings but more employee grievances Higher Consideration yielded lower proficiency but lower absences

10. HED 362 – L. Good LEADERSHIP - Theories Contingency/Situational Theories Attention to the situation in which leaders function Trait and behavioral theories were inadequate

11. HED 362 – L. Good LEADERSHIP - Theories Fiedler’s Contingency Model Group Performance contingent upon Motivational system of leader Task vs relationship Degree to which leader has power and influence in a situation

12. HED 362 – L. Good LEADERSHIP - Theories 3 situational factors Leader-member relationship Trust, confidence, respect for leader Task structure Clarity of specific job Position power Inherent in leadership position

13. HED 362 – L. Good Case Individual has 8 subordinates who like him. He structures the job by making work assignments and by setting goals for required outputs. He is also responsible for reviewing the work of subordinates and is the main spokesperson for and evaluator of the employees at merit review time.

14. HED 362 – L. Good Case Is leader member relationship good or poor? Good Is task-structure high or low? High Is position power strong or weak? Strong

15. HED 362 – L. Good LEADERSHIP - Types Transformational leaders – Lee Iacoca Self actualization Internal rewards Vision Charisma

16. HED 362 – L. Good LEADERSHIP - Types Transactional leaders – Gill (Bausch & Lomb) Exchange process Contingent reward system Pay for performance MBO Autocratic

17. HED 362 – L. Good LEADERSHIP - Types Servant Leaders (many unknown leaders) Leaders serve followers Listens well – concerned with all Do not necessarily strive to be leaders