1. AMBA 5230 2009 Cohort

2. Leadership – the process of guiding and directing the behavior of people in the work environment Formal leadership – the officially sanctioned leadership based on the authority of a formal position Informal leadership – the unofficial leadership accorded to a person by other members of the organization Followership – the process of being guided and directed by a leader in the work environment

3.  “The true measure of leadership is influence- nothing more, nothing less”, (John Maxwell, 2006, p. 2005).  “Leaders are individuals that, by their actions, facilitate the movement of a group of people toward a common or shared goal or objective”, (House & Podsakoff, 1994, p. 46)

4.  “You MANAGE processes and capital resources through consistent controls, you LEAD people through continual change”, (Dr. Moore).  So, what exactly is LEADERSHIP?

5. Management  Reduces uncertainty  Stabilizes organizations Leadership  Creates uncertainty  Creates change

6. Management Characteristics  Planning and budgeting  Organizing and staffing  Controlling and problem solving Leadership Characteristics  Setting a direction for the organization  Using communication to align people with that direction  Motivating people to action through empowerment and basic need gratification

7. Transactional Behavior – Behavior aimed at defining and organizing work relationships and roles – Many written or unwritten rules and regulations – Focus on getting work done

8. Relational Behavior – behavior aimed at nurturing friendly, warm working relationships, trust, and respect – Fewer written or unwritten rules and regulations – Focus on employee concern and needs

9. TransactionalRelational

10.  Laissez-Faire Style – the leader fails to accept the responsibilities of the position; creates chaos in the work environment  Management/Leadership by path of least resistance

11. Autocratic Style – the leader uses strong, directive, controlling actions to enforce the rules, regulations, activities, and relationships; followers have little discretionary influence Military model Blend of management and leadership

12. Democratic Style – the leader takes collaborative, reciprocal, interactive actions with followers; followers have high degree of discretionary influence Demands higher degree of leader interaction with follower than other basic styles

13.  Quality & Quantity of relationship  In-group & Out-group  Relationship to workplace deviance

14. Leader Characteristics (style, behavior, decision- making, individual traits) Follower Perceptions/ Paradigms (expectancy, effort, motivation)

15. Leader Characteristics (style, behavior, decision- making, individual traits) Follower Goals (satisfaction, commitment, high- performance, cohesion) Follower Perceptions/ Paradigms (expectancy, effort, motivation)

16. Leader Characteristics (style, behavior, decision- making, individual traits) Follower Goals (satisfaction, commitment, high- performance, cohesion) Follower Perceptions/ Paradigms (expectancy, effort, motivation) Follower Characteristics (self-efficacy, needs, intelligence, conscientiousness, individual traits)

17. Leader Characteristics (style, behavior, decision- making, individual traits) Follower Goals (satisfaction, commitment, high- performance, cohesion) Workplace Context (authority structure, political environment, resources) Follower Characteristics (self-efficacy, needs, intelligence, conscientiousness, individual traits) Follower Perceptions/ Paradigms (expectancy, effort, motivation)

18.  Trait  Behavior  Contingency  The need exists for a more complete, unifying model of leadership!

19.  Affective Category (Trait Stream)  Attitudes and feelings directed outward towards followers and directed inward towards leader (i.e., trait theory)  Affective domain of ABC model of attitudes  Affective domain of Bloom’s Taxonomy of Learning

20.  Behavioral (Behavior Stream)  Actual behaviors exhibited in the leader, follower process  Behavior domain of the ABC model of attitudes  Psychomotor domain of Bloom’s Taxonomy of Learning

21.  Cognitive (Contingency Stream)  Ability of a leader to understand the contextual cues around them  Cognitive domain of the ABC model of attitudes  Cognitive domain of Bloom’s Taxonomy of Learning

22.  Leadership may consist of…..  Attitudes (expression of internal states) ▪ Direct Experience ▪ Social-Learning  Learning processes (Bloom’s taxonomy) ▪ Affective ▪ Cognitive ▪ Psychomotor

24.  “Leadership is a process where the leader experiences continual change (i.e. learning) and continually elicits change (i.e. learning) in his or her followers” (Dr. Moore)