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1 Daily Information 1/30 Objectives: 1.Recognize the importance of leadership. 2.Describe leadership traits. 3.Identify leadership behaviors. Warm Up:

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Presentation on theme: "1 Daily Information 1/30 Objectives: 1.Recognize the importance of leadership. 2.Describe leadership traits. 3.Identify leadership behaviors. Warm Up:"— Presentation transcript:

1 1 Daily Information 1/30 Objectives: 1.Recognize the importance of leadership. 2.Describe leadership traits. 3.Identify leadership behaviors. Warm Up: Grab a textbook What is a manager? What is a leader? How are these terms similar and different? Can a person be an effective manager without being a leader? Agenda: 1.Warm up 2.Leaders vs. Managers P.P. 3.Activities throughout P.P. 4.Partner review questions 5.Class review of questions 6.Exit Ticket

2 Managers and Leaders The Manager’s job is to plan, organize and coordinate. The Leader’s job is to inspire and motivate. Leadership and management must go hand in hand. They are not the same thing, but they are linked and complementary to each other. **Separating the two is likely to cause more problems than it solves. 2

3 Leaders Vs. Managers Leaders Managers Doing the right thing: “What should we be doing?” Focus: Vision, mission, goals, objectives Long-term view Concerned with what gets done Doing things right: “How can we do what we’re already doing better?” Focus: Productivity and efficiency Short-term view More concerned with how things get done 3

4 Managers vs. Leaders The manager administers; the leader innovates The manager is a copy; the leader is an original The manager maintains; the leader develops The manager asks how and when; the leader asks what and why The manager relies on control; the leader inspires trust 4 **Come up with your own and write it down in your warm up book

5 5 Management Power POSITION POWER comes from manager’s position in the organization REWARD POWER based on the ability to control rewards and punishments EXPERT POWER given to people because of their superior knowledge about the work (influence behavior) IDENTITY POWER given to people because others identify with and want to be accepted by them (experienced or well-liked) Influencing People Power from employees Effective Leadership Power from position Not related to Leadership

6 Leadership Traits Drive Desire to lead Honest/Integrity Self-Confidence Emotional stability Cognitive ability Knowledge of the business 6 Work with a Partner: Read through these leadership traits and rate them in order of most important to least important to you (1 being the most important and 7 being the least important)

7 Leadership Behaviors Initiating Structure Consideration Concern for production Sets goals Gives instructions Sets deadlines Assigns Tasks Affects job performance Concern for people Friendly Approachable Supportive Affects job satisfaction ***Leaders must also take actions that encourage people to achieve goals. Having the right leadership traits are not enough.

8 Blake/Mouton Interpretation Blake and Mouton used the two leadership behaviors to categorize five different leadership styles Both behaviors are rated on a 9 point scale, 1 represents low and 9 represents high. Therefore a 9,9 or “high-high” leadership style is the best while a 1,1 or “low-low” leadership style is the worst Review this grid on the next slide

9 Blake/Mouton Leadership Grid

10 Leadership Styles Impoverished Management (1,1) Country Club Management (1,9) Middle-of-the-Road Management (5,5) Authority-Compliance (9,1) Team Management (9,9) According to Blake & Mouton, which one of the above have… Have a high concern for production and low concern for people Care about having a friendly, enjoyable work environment buy don’t really pay much attention to production Show a moderate amount of concern for both people and production

11 Partner Review Pick a partner within your business group to complete part 1 of the review questions for chapter 12.

12 Exit Ticket On your 3x5 card, write the following: topics we discussed today that you are having a hard time understanding or you would like clarified for next class? 12

13 Daily Information 2/2/2015 Objectives: 1.Explain Fiedler’s contingency theory. 2.Describe how path-goal theory works. 3.Explain the normative decision theory. Warm Up: Do you believe that you have any of the leadership traits learned about last class? If so, which ones do you possess? Agenda: 1.Warm up 2.Exit ticket review from last class 3.Leadership P.P. 4.Individual assignment 5.Partner review questions 6.Class review of questions 7.Venn Diagram 8.Exit Ticket

14 Leadership: The Situational Approach The third major method used in the study of leadership is the situational approach (after traits and behaviors). There are three major situational approaches to leadership: Fiedler’s Contingency Theory Path-Goal Theory Vroom and Yetton’s Normative Decision Model ***All assume that the effectiveness of any leadership style depends on the situation.

15 Fiedler’s Contingency Theory In order to maximize performance, leaders must be matched to the right leadership situation. Leaders are effective when the group they lead perform well. Leaders are generally unable to change their leadership styles Leaders are more effective when their styles are matched to the proper situation.

16 Fiedler: Leaders and Situations Fiedler assumes leaders to be incapable of changing their leadership styles. The key − matching leaders to situations…

17 Path-Goal Theory Clarify goals by solving problems and removing roadblocks Increase rewards for goal attainment Offer something unique and valuable beyond what employees’ are experiencing or can already do for themselves.

18 Path-Goal Theory: Leadership Styles Directive Employees know precisely what is expected of them They have specific guidelines for performing tasks and scheduling work Employees follow standards, rules and regulations Supportive Approachable and friendly to employees Treat employees as equals Results in employee satisfaction

19 Path-Goal Theory: Leadership Styles Participative Consult employees for suggestions and input before making decisions Employees become more committed to the business Achievement-oriented Set challenging goals Have high expectations of employees Display confidence that employees will assume responsibility and put forth extraordinary effort

20 Normative Decision Theory Helps leaders decide how much employee participation should be used when making decisions. Ranging from no employee participation to letting employees make the entire decision ***See the “Levels of Employee Participation” scale and “Decision Rules” in the next slides

21 Levels of Employee Participation

22

23 Strategic Leadership The ability to anticipate, envision, maintain flexibility, think strategically, and work with others to initiate changes that will create a positive future for an organization ***It is how leaders inspire others

24 Visionary Leadership Creates a positive image of the future that motivates employees and provides direction for future planning and goal setting. There are two kinds of visionary leadership: Charismatic Leadership Transformational Leadership

25 Charismatic Leadership Create exceptionally strong relationships between themselves and their followers. Have strong, confident, dynamic personalities that attract followers to enable strong bonds. There are two kinds of charismatic leaders: Ethical charismatics: provide developmental opportunities for followers, share information, and have moral standards. Unethical charismatics: control and manipulate followers to do what is best for themselves instead of the organization.

26 Charismatic vs. Transformational Articulate a clear vision Model values based on vision Communicate high performance expectations Establish strong relationships with others Generate awareness and acceptance of purpose and mission Get employees to see beyond their own needs for the good of the group Get others to accomplish more than they intended and even more than they thought possible

27 Individual Assignment Review your notes and in your own words, explain how visionary leadership (i.e., charismatic and transformational leadership) helps achieve strategic leadership. **Turn this in for a grade

28 Partner Review Pick a partner within your business group to complete part 2 of the review questions for chapter 12.

29 Create a Venn Diagram Based on the information that you learned about leaders and managers, create a Venn Diagram of the two. What is a Venn Diagram? Uses intersecting circles to illustrate the similarities, differences, and relationships between groups. Similarities between groups are represented in the intersecting portions of the circles, while differences are represented in the non-intersecting portions of the circles. 29

30 30 ChocolatePeanut Butter

31 Exit Ticket On your 3x5 card, write the following: topics we discussed today that you are having a hard time understanding or you would like clarified for next class? 31

32 Daily Information 2/3/2015 Objectives: 1.Explain the difference between a manager and a leader. 2.Describe leadership traits and behaviors. 3.Explain the difference between the three situational approaches to leadership. Warm Up: Complete your Venn Diagram from last class and turn in if you have not already done so. Agenda: 1.Warm up 2.Exit ticket review from last class 3.Study Guide 4.Class review of study guide 5.Quiz next Class!!

33 Daily Information 2/2/2015 Objectives: 1.Explain the difference between a manager and a leader. 2.Describe leadership traits and behaviors. 3.Explain the difference between the three situational approaches to leadership. Warm Up: Chapter 12 Quiz Today!! Take out your study guide. You have 15 to review. Agenda: 1.Warm up 2.Ch. 12 Quiz 3.Case Assignment

34 Case Assignment Read through the case individually and answer the follow-up questions


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