Leadership Day 2 Types of Leadership

Agenda 1.Leader of the Day: Parker Liautaud 2.Leading vs Managing 3.Leadership Theories 4.Types of Leaders 5.Risk Taking!

Parker Liautaud Age: 19 About: The Willis Resilience Expedition A polar explorer and Yale undergraduate, Parker Liautaud has skied to the North Pole three times in an effort to study and draw attention to climate change. Liautaud is currently helping with scientific research while he attempts a record-breaking trek to the South Pole before his 20th birthday.

Thinking Questions: What makes a business “successful”? How much does the “leader” matter? Is the leader responsible for every decision making? Why or why not? If not, should there be a hierarchy of authority? Examples?

Figure 13.1 Leading viewed in relationship to the other management functions. Management Fundamentals - Chapter 13 5

What is the Nature of Leadership Management Fundamentals - Chapter 13 6  Visionary leadership. – Vision A future that one hopes to create or achieve in order to improve upon the present state of affairs. – Visionary leadership A leader who brings to the situation a clear and compelling sense of the future as well as an understanding of the actions needed to get there successfully.

PERSONALITY TRAIT THEORY This theory asks: “What traits does an exemplary leader possess?”

Dominant Discourses in Leadership-” THE GREAT MAN THEORY” What is the problem with this?

Everyday Leaders: KEVIN DURANT – MVP SPEECH

Personal Leadership Resources Cognitive Resources - Ken Leithwood – Ontario Leadership Framework – Problem solving expertise – Knowledge of effective school and classroom practices that directly affect student learning – System Thinking – Social Resources – Perceiving Emotions – Managing Emotions – Acting in emotionally appropriate ways – Psychological Resources – Optimism – Self-efficacy – Resilience – Proactivity

BEHAVIOUR THEORY What observed behaviours do leaders exhibit when in relation with others? What do leaders do?

Fullan Setting Directions Building Relationships and Developing People Developing the Organization Toward Desired Results Improving the Instructional Program Securing Accountability

Relationships

Power & Influence Management Fundamentals - Chapter  Power. – Ability to get someone else to do something you want done or make things happen the way you want.  Power should be used to influence and control others for the common good rather seeking to exercise control for personal satisfaction.  Two sources of managerial power: – Position power. – Personal power.

Figure 13.2 Sources of position power and personal power used by managers. Management Fundamentals - Chapter 13 21

Ability to create fellowship/following

Leadership Styles

Democratic Autocratic/Authoritarian Laissez-Faire Transactional

Autocratic/Authoritarian ● Clear division of leader and followers ● Controls all decisions ● Group members have little input Effective when...there’s a time constraint

Democratic/Participative ● Members of the group take a more participative role in decision making ● Final say goes to the leader Effective when...for creativity

Laissez-faire (Delegative) ● Little or no guidance to group members ● Leaders are hands-off ● Group makes the decisions Effective when… members are highly qualified

Can you think of an example of a transactional leader?

Rejection Therapy

Discussion What do you think the “thesis” of this TEDtalk is? How could fear of rejection cripple you as a leader? How could it be a good thing? What does it mean to be “Risk Averse”

Where We’re Going What kind of leader are you? What kind of leader do you want to be?