1. Chapter 2 Establishing a Framework for Leadership

2. Concepts Leadership – Traits & Behaviors Leadership – Style Leadership – Power & Authority

3. Contingency and Situational Leadership List Five Traits that will Enhance YOUR Leadership Effectiveness

4. Traits of Effective Leaders Source: Kirkpatrick & Locke (1991), Bass (1998), Council of Chief State School Officers (1996) Studies ISLLC Standards AmbitionEnergyDesire to LeadHonesty IntegritySelf-confidenceIntelligenceVision PassionCourageJob-related Knowledge VisionKnowledgeEffective Comm. Skills FairnessDignity RespectRisk TakingTrustworthinessAccepts Responsibility Ethics CaringAccepts Consequences CollaborationConsensus Builder

5. Leadership Behaviors Getzel & Guba (p. 31) Task-oriented behavior Relationship-oriented behavior Participative leadership

6. Task vs. People Blake and Mouton (p. 32) 1.Country Club management 2.Authority obedience 3.Impoverished management 4.Organizational non-management 5.Team management

7. Leadership Style Situational Leadership – Hersey & Blanchard (p. 36) – Modified Task Behavior: one-way communication Relationship Behavior: two-way communication Maturity: defined as, the extent to which a follower demonstrates the ability to perform a task

8. Situational Leadership Will & Skill Quadrants Will Skill ParticipateDelegate TellSell

9. Situational Leadership Reflection Individual Activity ParticipateDelegate TellSell

10. Power List the different types of “power” leaders use

11. Types of Power (page 37) French (1993) Position Power (legitimate/legal) Personality Power (charismatic) Coercive Power (reward/punishment) Expert Power (specific knowledge)

12. Power (continued) Reward power needs follower to believe leader will reward them. Coercive power needs follower to believe leader will punish them. Legitimate power needs follower to believe leader has right to instruct them. Expert power need follower to believe leader is an expert. Referent power need follower to believe leader has desirable qualities.