1. © 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 Rader Professor of Industrial Distribution Texas A&M University

2. © 2005 Thomas and Joan Read Center IDIS – 444 Ethics and Leadership in Industrial Distribution 2 1.Unconscious incompetence 2.Conscious incompetence 3.Conscious competence 4.Unconscious competence Non leader LEADER Learning Stages To Become A Leader

3. © 2005 Thomas and Joan Read Center IDIS – 444 Ethics and Leadership in Industrial Distribution 3 Leadership Traits/Behaviors Outcomes (Performance,Satisfaction,etc ) Outcomes (Performance, Satisfaction,etc ) Universalistic Approach e.g., Needs Maturity Training Cohesion Followers Contingency Approach e.g., Task Structure Systems Environment Situation e.g., Style Traits Behavior Position Leader Comparing the Universalistic and Contingency Approaches to Leadership

4. © 2005 Thomas and Joan Read Center IDIS – 444 Ethics and Leadership in Industrial Distribution 4 Leaders solves the problem or makes the decision Leader is willing to accept any decision supported by the entire group Using information available at the time, the leader solves the problem or makes the decision The leader obtains necessary information from employees, and then selects a solution to the problem. When asked to share information, employees may or may not be told what the problem is. The leader shares the problem and gets ideas and suggestions from relevant employees on an individual basis. Individuals are not brought together as a group. Then the leader makes the decision, which may or may not reflect their input The leader shares the problem with employees as a group, obtains their ideas and suggestions, and then makes the decision, which may or may not reflect their input. The leader shares the problem with employees as a group. Together, the leader and employees generate and evaluate alternatives and try to reach an agreement on a solution. The leader acts as a facilitator and does not try to influence the group. The leader is willing to accept and implement any solution that has the support of the entire group. Normative Theory, Decision Styles and Levels of Employee Participation

5. © 2005 Thomas and Joan Read Center IDIS – 444 Ethics and Leadership in Industrial Distribution 5 TOP 7 REASONS FOR EXECUTIVE DERAILMENT 1.Insensitive, abrasive, intimidating, bullying style 2.Cold, aloof, arrogant 3.Betrayal of personal trust 4.Overly ambitious, self-centered, thinking of next job, playing politics 5.Specific performance problems with the business 6.Over managing: unable to delegate or build a team 7.Unable to select good subordinates