© 2001 Wadsworth, a division of Thomson Learning, Inc 1 Understanding and Applying Leadership Skills

© 2001 Wadsworth, a division of Thomson Learning, Inc 2 Leadership Characteristics Leader Emergence Traits –intelligence –dominance –masculinity –high self-monitoring Leadership emergence seems to be stable across the life-span

© 2001 Wadsworth, a division of Thomson Learning, Inc 3 Leadership Characteristics Leader Performance Traits Needs Task- versus person- orientation Unsuccessful leaders

© 2001 Wadsworth, a division of Thomson Learning, Inc 4 Traits Intelligence Interpersonal adjustment Self-monitoring

© 2001 Wadsworth, a division of Thomson Learning, Inc 5 Needs Types of Needs –power –achievement –affiliation Leadership Motive Pattern –high need for power –low need for affiliation

© 2001 Wadsworth, a division of Thomson Learning, Inc 6 Task- Versus Person-Orientation Person-Oriented Leaders –act in a warm, supportive manner and show concern for the employees –believe employees are intrinsically motivated Task-Oriented Leaders –set goals and give orders –believe employees are lazy and extrinsically motivated

© 2001 Wadsworth, a division of Thomson Learning, Inc 7 Relationship Among Theories Person Orientation High Country clubTeam Consideration Theory Y Low Impoverished Task centered Theory X LowHigh Task Orientation

© 2001 Wadsworth, a division of Thomson Learning, Inc 8 Consequences of Leader Orientation

© 2001 Wadsworth, a division of Thomson Learning, Inc 9 Unsuccessful Leaders (Hogan, 1989) Lack of training Cognitive deficiencies Personality problems –paranoid/passive-aggressive –high likeability floater –narcissist

© 2001 Wadsworth, a division of Thomson Learning, Inc 10 Interaction Between the Leader and the Situation Situational Favorability Organizational Climate Subordinate Ability Relationships with Subordinates

© 2001 Wadsworth, a division of Thomson Learning, Inc 11 Situational Favorability Fiedler’s Contingency Model Least-Preferred Coworker Scale Situation Favorability –high task structure –high position power –good leader-member relations High LPC leaders best with moderate favorability and Low LPC leaders best with low or high favorability

© 2001 Wadsworth, a division of Thomson Learning, Inc 12 Organizational Climate IMPACT Theory Leadership Style –Information –Magnetic –Position –Affiliation –Coercive –Tactical Ideal Climate –Ignorance –Despair –Instability –Anxiety –Crisis –Disorganization

© 2001 Wadsworth, a division of Thomson Learning, Inc 13 Subordinate Ability Path-Goal Theory Instrumental style –plans, organizes, controls Supportive style –shows concern for employees Participative style –shares information and lets employees participate Achievement-oriented style –sets challenging goals and rewards increases in performance

© 2001 Wadsworth, a division of Thomson Learning, Inc 14 Subordinate Ability Situational Leadership Theory

© 2001 Wadsworth, a division of Thomson Learning, Inc 15 Relationships with Subordinates Vertical-Dyad Linkage Theory Concentrates on the interaction between leaders and subordinates Subordinates fall into either the –in-group –out-group

© 2001 Wadsworth, a division of Thomson Learning, Inc 16 Leadership Through Decision Making Vroom-Yetton Model

© 2001 Wadsworth, a division of Thomson Learning, Inc 17 Leadership Through Contact Management by walking around

© 2001 Wadsworth, a division of Thomson Learning, Inc 18 Leadership Through Power Expert Power Legitimate Power Reward Power Coercive Power Referent Power

© 2001 Wadsworth, a division of Thomson Learning, Inc 19 Leadership Through Vision Transformational Leadership Visionary Charismatic Inspirational Challenge the status-quo Carefully analyze problems Confident and optimistic