2 LEADING: Influencing, inspiring voluntary followers POSITION POWERReward PowerCoercive PowerLegitimate PowerPERSONAL POWERExpert PowerReferent Power
3 KEY LEADERSHIP BEHAVIORS Challenge the processInspire a shared visionEnable others to actModel the wayEncourage the heart
4 VISIONA mental image of a possible and desirable future state of the organization.
5 LEADERSHIP CONCEPTS Supervisory leadership Strategic leadership Behavior that provides guidance, support, and corrective feedback for day-to-day activities.Strategic leadershipBehavior that gives purpose and meaning to organizations, envisioning and creating a positive future.
6 POWER AND LEADERSHIPPOWER =the ability to influence others
7 TYPES OF POWERLegitimateRewardExpertReferentCoercive
9 LEADERSHIP PHILOSOPHY Autocratic leadershipleader makes decisions on his/her own, then announces those decisions to the groupDemocratic leadershipleader solicits input from subordinates.Laissez-faire leadership philosophycharacterized by an absence of managerial decision making
11 EARLY LEADERSHIP MODELS Trait TheoryA perspective that defines leadership through personal traits or characteristics
12 EARLY LEADERSHIP MODELS Behavioral approachAttempts to identify what good leaders do—that is, what behaviors they exhibit.Task performance behaviorsActions taken to ensure that the work group or organization reaches its goals.
13 LEADER AS GROUP OVERSEER Group maintenance behaviorsensure the satisfaction of group members, develop and maintain good work relationships, and preserve the group’s social stabilityLeader-Member Exchange (LMX) theoryHighlights the importance of leader behaviors not just toward the group as a whole but toward individuals on a personal basis.
14 EARLY LEADERSHIP MODELS Behavior TheoryLeader Styles—Leadership Grid
15 CONTINGENCY APPROACHES Fiedler’s Contingency ModelMatch style to situation
16 CONTINGENCY APPROACHES Hersey-Blanchard Situational Model
17 Hersey and Blanchard’s Situational Theory A life-cycle theory of leadership postulating that a manager should consider an employee’s psychological and job maturity before deciding whether task performance or maintenance behaviors are more important.
22 CONTEMPORARY LEADERSHIP MODELS Transactional vs. Transformational LeadershipVisionCharismaSymbolismEmpowermentIntellectual StimulationIntegrity
23 CONTEMPORARY MODELS Charismatic leader A person who is dominant, self-confident, convinced of the moral righteousness of his beliefs, and able to arouse a sense of excitement and adventure in followers.
24 CONTEMPORARY MODELS Level 5 leadership A combination of strong professional will (determination) and humility that builds enduring greatness.