1. Leader Acceptance & Effectiveness Leadership Decline Leader Emergence Typical Leadership Process Role of demographic variables, cognitive ability (verbal), Big 5 personality factors such as Extraversion and Consciensciousness, Self-monitoring

2. Self-Monitoring (Form of Social Intelligence) Awareness of how one is being received by others (cognitive, perceptual process) Ability to alter one’s behavior (if necessary) depending on how one thinks they are being received (adaptability)

3. 1. I find it hard to imitate the behavior of other people. 2. My behavior is usually an expression of my true inner feelings, attitudes, and beliefs. 3. At parties and social gatherings, I do not attempt to do or say things that others will like. 4. I can only argue for ideas which I already believe. 5. I can make impromptu speeches even on topics about which I have almost no information. 6. I guess I put on a show to impress or entertain people. 7. When I am uncertain how to act in a social situation, I look to the behavior of others for cues. 8. I would probably make a good actor. 9. I rarely seek the advice of my friends to choose movies, books, or music. 10. I sometimes appear to others to be experiencing deeper emotions than I actually am. 11. I laugh more when I watch a comedy with others than when alone. 12. In groups of people, I am rarely the center of attention. 13. In different situations and with different people, I often act like very different persons. 14. I am not particularly good at making other people like me. 15. Even if I am not enjoying myself, I often pretend to be having a good time. 16. I'm not always the person I appear to be. 17. I would not change my opinions (or the way I do things) in order to please someone else or win their favor. 18. I have considered being an entertainer. 19. In order to get along and be liked, I tend to be what people expect me to be rather than anything else. 20. I have never been good at games like charades or improvisational acting. 21. I have trouble changing my behavior to suit different people and different situations. 22. At a party, I let others keep the jokes and stories going. 23. I feel a bit awkward in company and do not show up quite as well as I should. 24. I can look anyone in the eye and tell a lie with a straight face (if for a right end). 25. I may deceive people by being friendly when I really dislike them. Self-Monitoring Scale (Snyder, 1974)

4. ~ Some Leadership Traits ~ Traits associated with leader effectiveness Consciensciousness Extraversion Leader skills related to effectiveness Technical skills Conceptual skills Interpersonal skills

5. Types of Power Reward [Based on the ability to administer rewards and benefits e.g., raises, promotions, positive performance evaluations] Coercive [Based on the ability to administer punishments to subordinates] Legitimate [Authority based on one’s official title or position e.g., CEO, General, Police Officer] Expert [Possession of a given body of knowledge and/or skills. Can often be rather limited in scope] Referent [Identification, attraction, or respect for someone. Common for Charismatic leaders]

6. ReferentExpertLegitimateRewardCoercive Unlikely Possible Likely Commitment Compliance Resistance Typical Reactions to Power

7. Leadership Behaviors Consideration Style (expressing warmth, caring concern for workers) Structured Style (organized, planned, use of deadlines) Factors Ability level of employees Number of subordinates Difficulty of job Best for a leader to use both styles when appropriate

8. Consideration: Is easy to get along with _____. Explains actions to group members Usually treats everyone in the same manner Let's followers know of changes in advance Puts group ideas into operation Structure: Informs subordinates about what is expected Clarifies roles among group members Makes decisions regarding work methods Advocates the use of standardized procedures Sets specific goals and monitors performance Measurement of Leader’s Behaviors (Based on the Leader Behavior Descriptive Questionnaire; LBDQ)

9. _______ I encourage my team to participate when it comes decision making time and I try to implement their ideas and suggestions. _______ Nothing is more important than accomplishing a goal or task. _______ I closely monitor the schedule to ensure a task or project will be completed in time. _______ I enjoy coaching people on new tasks and procedures. _______ The more challenging a task is, the more I enjoy it. _______ I encourage my employees to be creative about their job. _______ When seeing a complex task through to completion, I ensure that every detail is accounted for. _______ I find it easy to carry out several complicated tasks at the same time. _______ I enjoy reading articles, books, and journals about training, leadership, and psychology; and then putting what I have read into action. _______ When correcting mistakes, I do not worry about jeopardizing relationships. _______ I manage my time very efficiently. _______ I enjoy explaining the intricacies and details of a complex task or project to my employees. _______ Breaking large projects into small manageable tasks is second nature to me. _______ Nothing is more important than building a great team. _______ I enjoy analyzing problems. _______ I honor other people's boundaries. _______ Counseling my employees to improve their performance or behavior is second nature to me. _______ I enjoy reading articles, books, and trade journals about my profession; and then implementing the new procedures I have learned. Leadership Questionnaire (From the perspective of leaders)

10. Path-Goal Theory Leader is seen as important in providing a path for employees to attain desired goals Directive [leader tells subordinates how to perform tasks; provides guidelines and structure] Supportive [leader shows caring and concern for subordinates’ well- being] Participative [leader involves subordinates in decision-making] Achievement-oriented [leader sets specific and challenging goals; promotes high work-related aspirations and goal attainment] Leadership Behaviors (must be able to use all four types when necessary. Use varies with such factors as employee ability, work environment, group size)

11. Path Goal (cont.) What can leaders do to help employees attain goals? 1)Remove obstacles/problems to gain attainment 2)Provide valued incentives to employees 3) Clarify paths to goals (e.g., use of feedback) Job Rewards Satisfaction Leader Rewards Acceptance of Leader Effort Performance Performance Rewards Motivation

12. Vroom-Yetton-Yago Model [A Model of Decision Making] Autocratic A1: Use available information; makes sole decision A2: Get employee to acquire some information; makes sole decision Consultative C1: Leader gets individual input regarding a decision; makes sole decision C2: Leader get group input regarding a decision; makes sole decision Group G2: Total group decision-making; leader is an equal member in the group

13. Vroom-Yetton-Yago Model (cont.) General Criteria for Selecting Decision-Making Strategy A) Time (e.g., immediate decision vs. ample time available) B) Decision Quality (e.g., routine decision vs. high quality decision required) C) Group Acceptance (of the decision itself and the process used)

14. 1.Does the problem require a quality solution? 2.Does the leader have enough information to make a high-quality decision? 3.Is the problem structured? 4. Is acceptance by subordinates important for the effective implementation of the solution? 5. Is the leader certain that the decision will be accepted by subordinates if he/she makes the decision alone? 6. Do subordinates have the same organizational goals that will be obtained by solving the problem? 7. Is conflict among subordinates probable in obtaining a solution? ~ Specific Vroom-Yetton Decision-Making Tree Questions ~

15. Participative Decision-Making Pros: Increases cooperation and communication Enhances employee identification & acceptance of decisions Can lead to better quality decisions Gives employees better understanding of decision complexity and issues Cons: Takes more time to make decisions Who to involve in decision-making (e.g., employee knowledge & motivation issues) What decisions to involve employees in making (all, some) and who decides Incentives for employees (increased costs?)

16. Leader-Member Exchange Theory (LMX) Leader Subordinates Evaluation of subordinates on: Ability Trust Responsibility In-Group [e.g., better job duties, greater rewards, more visibility, treated with warmth and caring by the leader, greater access to information] Perceived similarity Gender

17. High Quality of Leader-Member Exchange ~ Employee Outcomes ~ High Satisfaction Performance ratings Organizational commimtment Role clarity Low Role conflict Turnover intentions ~ LMX Outcomes ~

18. Rate traits of typical males Rate traits of typical females Rate traits of typical of leaders Male traits seen as similar to leadership traits ~ Female Traits and Leadership ~

19. 12 Fortune 500 companies are run by women (2011) Source: http://money.cnn.com/magazines/fortune/fortune500/20 11/womenceos/ Female Representation in Business In 2007, 23% of university presidents are female, more than double the 9.5% in 1986, but only 2% more than 2001 Women hold 24% of full professorships in the United States Female Representation in Academics

20. Claire McCaskill Barbara Mikulsk i Diane Feinstein Barbara Boxer Olympia Snowe Kay Bailey Hutchinson Mary Landrieu Susan Collins Maria Cantwell Debbie Stabenow Lisa Murkowski Amy Klobuchar Women in the U.S. Senate 2012 (N = 16 out of 100) Jeanne Shaheen Kay Hagan Patty MurrayKirsten Gillibrand

21. Lower/Single House Upper House/Senate RankC0untryTotal# Women % WomenTotal# Women % Women 1RW803948.8 2SWE34916547.3 3Costa Rica 572238.6 4Finland2007638.0 5Norway1696437.9 6Denmark1796636.9 7Nether- lands 1505536.7752229.3 8Cuba60921936.0 67USA4357116.31001616.0 Female Representation in Politics

22. CountryLeader Germany Chancellor Angela Merkel Liberia President Ellen Johnson-Sirleaf India President Pratibha Patil Argentina President Cristina Fernandez de Kirchne Bangledesh Prime Minister Sheikh Hasina Wajed Iceland Prime Minister Jóhanna Sigurdardóttir Lithuania President Dalia Grybauskaite Costa Rica President Laura Chinchilla Trinidad and Tobago Prime Minister Kamla Persad-Bissessar Australia Prime Minister Julia Gillard Slovakia Prime Minister Iveta Radicová Brazil President Dilma Rousseff Mali Prime Minister Cissé Mariam Kaïdama Sidibé Kosovo President Atifete Jahjaga Thailand Prime Minister Yingluck Shinawatra Denmark Prime Minister Helle Thorning-Schmidt Switzerland President Eveline Widmer-Schlumpf Jamaica Prime Minister Portia Simpson Miller Source: http://www.filibustercartoons.com/charts_rest_female-leaders.php Current Female Heads of State Worldwide

23. Female Heads of State Source: http://articles.businessinsider.com/2012-03- 01/news/31112559_1_female-president-female-head-female-political-leaders

24. ~ Implicit Leadership Theory ~ Key: The perception of leader behaviors and prototype matching process Prototype of effective leadership Intelligent High Verbal Skills Fair Good interpersonal skills Observed Leadership Behaviors Intelligent High Verbal Skills Fair Prototype matching Leader Evaluation My boss is a good leader Rating Behaviors (using global impressions) Question: Does your bosss have good social skills? Answer: Yes, he’s a good leader so he must have good social skills

25. ~ Transformational Leadership ~ Basic Dimensions Idealized Influence (charasmatic, establishing visions, role-modeling) Inspirational Motivation (providing challanges, goal sharing, go beyond self- interests) Intellectual Stimulation (encouraging creative problem solving, critical thinking, flexible) Individualized Consideration (encouragement and support, empowerment) Benefits: Leader effectiveness, high procedural justice perceptions, high trust, more organizational citizenship behaviors Possible negative(s): Dependence on leader

26. ~ Transformational vs. Transactional Leadership Approaches ~ Transformational Transactional BehaviorsInspirational, empowering Use of reinforcements (e.g., rewarding desired behaviors) GoalsGroup/organizational interests Employee self interest Desired change Major, innovativeRegular, routine Combination of both styles is common (or needed )

27. ~ Impact of Culture on Leadership ~ Are there cultural difference in such things as leader expectations, acceptable leader behaviors and/or traits, leader’s use of incentives (e.g., leadership prototypes)? Are some leadership styles, behaviors universally accepted and effective? Japanese Sample Prototype Disciplined Intelligent Trustworthy Educated Responsible U.S. Sample Prototype Persistent Industrious High Verbal Skills Goal-Oriented Determined No single trait emerged in the Top 5 of the eight countries surveyed. Eastern Western

28. “... the function of leadership is to produce more leaders, not more followers.” --- Ralph Nader ~ Interdependence of Leaders and Followers ~ Some Basic Points Leadership is a process, not a person Process is dynamic and reciprocal (not top down) Situational context is crucial (e.g., demands, resources) Importance of follower characteristics (needs, expectation, perceptions) and their responses

29. Leader Characteristics/ Traits Leader behavior, responses (e.g., sensitivity, praise) Employee leadership prototypes Employee expectations Employee perception s of leader (e.g., competance, motivations) Employee behavior ~ Leader-Follower Process ~ Situation (e.g., task demands, resources) Employee characteristics

30. Flexibility in leader behavior (style must match the requirements of a given situation such as time frame, group acceptance, decision quality) Know their subordinates and provide incentives that match their needs and desires Treat subordinates fairly Set realistic and challenging goals Leaders need to be perceived as important in order for employees to get rewards Guarantee that employee job performance leads to getting desired rewards Summary of Some Key Leadership Factors