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© 2005 Thomas and Joan Read Center IDIS – 444 Ethics and Leadership in Industrial Distribution 1 Leadership Behavior Daniel F. Jennings Ph.D., PE Andrew Rader Professor of Industrial Distribution Texas A&M University
© 2005 Thomas and Joan Read Center IDIS – 444 Ethics and Leadership in Industrial Distribution 2 CHARISMATIC LEADER BEHAVIORS ETHICAL CHARISMATICS UNETHICAL CHARISMATICS Ethical and Unethical Charismatics Exercising power Power is used to serve others Power is used to dominate or manipulate others for personal gain Creating the vision Followers help develop the vision Vision comes solely from the leader and serves his or her personal agenda Communicating with followers Two-way communication: Seek out viewpoints on critical issues. One-way communication: Not open to input and suggestions from others. Accepting feedback Open to feedback. Willing to learn from criticism Inflated ego thrives on attention and admiration of sycophants. Avoid or punish candid feedback.
© 2005 Thomas and Joan Read Center IDIS – 444 Ethics and Leadership in Industrial Distribution 3 CHARISMATIC LEADER BEHAVIORS ETHICAL CHARISMATICS UNETHICALCHARISMATICS. Ethical and Unethical Charismatics Stimulating followers Want followers to think and question status quo as well as leader’s views Don’t want followers to think. Want uncritical, intellectually unquestioning acceptance of leader’s ideas. Developing followers Focus on developing people with whom they interact. Express confidence in them and share recognition with others Insensitive and unresponsive to followers needs and aspirations. Living by moral standards Follow self-guided principles that my go against popular opinion. Have three virtues: Courage, a sense of fairness or justice, and integrity. Follow standards only if they satisfy immediate self-interests. Manipulate impressions so that others think they are “doing the right thing.” Use communication skills to manipulate others to support their personal agenda
© 2005 Thomas and Joan Read Center IDIS – 444 Ethics and Leadership in Industrial Distribution 4 Ways to Influence Your Leader Be a Resource for the Leader What are leader’s needs? Zig where leader zags Tell leader about you Align self to team purpose/vision Help the Leader be a Good Leader Ask for advice Tell leader what you think Find things to thank leader for Build a Relationship Ask about leader at your level/position Welcome feedback and criticism, such as “what experience led you to that opinion?” Ask leader to tell you company stories. View the leader Realistically Give up idealized leader images Don’t hide anything Don’t criticize leader to others Disagree occasionally
© 2005 Thomas and Joan Read Center IDIS – 444 Ethics and Leadership in Industrial Distribution 5 Blake/Mouton Leadership Grid 1,9 Country Club Management Thoughtful attention to needs of people for satisfying relationships leads to a comfortable, friendly organization atmosphere and work tempo 9,9 Team Management Work accomplished is from committed people: interdependence through a “common stake” in organization purpose leads to relationships of trust and respect 5,5 Middle –of-the- Road Management Adequate organization performance is possible through balancing the necessity to get out work with maintaining morale of people at a satisfactory level 1,1 Impoverished Management Exertion of minimum effort to get required work done in appropriate to sustain organization membership 9,1 Authority Compliance Efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimum degree Concern for People Concern for Production High Low High
© 2005 Thomas and Joan Read Center IDIS – 444 Ethics and Leadership in Industrial Distribution Aspects of Leadership Daniel F. Jennings Ph.D., PE Andrew.
These theories advocate that leadership is shown by acts rather than traits and that the leadership is the result of effective role behavior. Behavioral.
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© 2005 Thomas and Joan Read Center IDIS – 444 Ethics and Leadership in Industrial Distribution 1 Becoming A Leader Daniel F. Jennings Ph.D., PE Andrew.
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