2. Leadership Definitions & Overview Power Trait approaches Contingency Transformational and transactional leadership Dysfunctional leadership

3. Leadership: Definitions & Overview Ability to influence a group toward the achievement of goals Requires a leader and follower(s) Different from management?? Leadership = doing the right things Management = doing things right Successful vs. effective managers

4. Power Power is the underlying ability, used or not, that a person has to influence the thoughts or actions of another person. Social influence

5. The Zone of Indifference REQUESTED ACTION OBEY? NoWork Sundays NoShop during lunch hour for boss ?Make coffee for the office YesWork 40 hours in the week YesType letters YesPerform filing YesWork occasional paid overtime ?Bring sandwiches to boss for lunch NoType school papers for boss’s kids No“Fudge” boss’s expense accounts Inside zone of indifference: Normal inducements sufficient Outside zone of indifference: Extraordinary inducements required

6. Sources of Power Coerciv e Reward Legitimate Referen t Expert Charismatic

7. Responses to the Use of Power

8. Trait Approaches A 1991 study shows strong evidence for these traits Drive: achievement, ambition, energy, tenacity, and initiative Leadership motivation: personalized vs. socialized Honesty and integrity: truthful, ethical, principled Self-Confidence: including emotional stability Cognitive ability Knowledge of the business Weaker support was found for: Charisma Creativity and originality Flexibility

9. Ohio State Model Concern for people Concern for the job Are they mutually exclusive?

10. The Managerial Grid 1 5 9 15 9 Concern for People Concern for Production Country Club Team Management Impoverished Management Compliance with Authority Middle of the Road

11. Situational Leadership Blanchard & Hersey Different people have different needs One-style-fits-all leadership doesn’t work

12. Leadership Styles High Low High Supportive Behavior Task Behavior S4 Delegate S3 Participate S2 Sell S1 Tell

13. Development Levels

14. Leadership Styles Style 1: Directing The leader provides specific instructions and closely supervises task accomplishment Style 2: Coaching The leader continues to direct and closely supervise task accomplishment, but also explains decisions, solicits suggestions, and supports progress Style 3: Supporting The leader facilitates and supports subordinates’ efforts toward task accomplishment and shares responsibility for decision making with them Style 4: Delegating The leader turns over responsibility for decision making and problem solving to subordinates

15. Transformational and Transactional Leadership Transactional leadership….. Clarify task and role requirements Provide structure and rewards Meet subordinates’ social needs Transformational leadership…. Broadens and elevates subordinates’ interests Promotes awareness and acceptance of a shared vision Moves employees to pursue the best interests of the organization

16. Becoming a Transformational Leader: The Four I’s Idealized Influence Serving as a role model Inspirational Motivation Encouraging subordinates to challenge processes and impart meaning to work Intellectual Stimulation Fostering subordinates’ sense of creativity and innovation Individual Consideration Attending and responding to individual needs

17. Charismatic Power Self-confidence Vision Ability to articulate the vision Strong convictions about the vision Behavior that is out of the ordinary Change agent Environmental sensitivity

18. Too much vision Personal needs made paramount Building a monument to themselves Blind drive prevents seeing external environment Pyrrhic victory Victory -- but at what cost? Blind ambition, empire building Chasing a vision before its time Failure to reality-test ideas Blind to the market and what it wants Manipulative management, impression management Lack of administrative skills Dysfunctional Leadership

19. Fatal Flaws of Leaders Who Derail Insensitive to others Aloof and arrogant Betrayal of trust Overly ambitious Over-managing Unable to think strategically Unable to adapt to situations Overly dependent on an advocate or mentor