McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved.

18 Great Leaders: Styles, Activities, and Skills

McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Learning Objectives  Relate the style implications from the classic studies and modern theories of leadership.  Present the widely recognized classic styles of leadership, including those from the managerial grid and the life-cycle approach.  Discuss the findings on leadership roles and activities.  Examine the relationship that activities have with successful and effective leaders.  Identify the skills needed for effective leadership of today’s organizations.  Analyze the various approaches to leadership development.

McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Starting with Best-Practice Leader’s Advice  Leadership Guru Warren Bennis on Great Leaders vs. the Situation  Long and distinguished academic and professional career  Changes in challenges to leaders over the last 25 years  Globalization and galloping technology  Employee involvement, participation, and empowerment  Empowerment on a collision course  Contrasting opinions on good leaders  Tolstoy:Men always the effect—rather than a cause—of events  Carlyle:“Length and breadth of one great man”  Gretzky:“It’s not where the puck is; it’s where the puck will be”  Leader challenges aren’t just vision but development of trust

McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Leadership in the New Environment Leadership roles are changing in the new environment. The values and beliefs of the young Generation Xer’s are much different than the baby boomers who are in leadership positions. Organizational behavior theory building and research must adapt to the new types of leaders and organizations, which continue to experience these new patterns and trends in organizational life.

McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Leadership Styles  Style Implications of the Classic Studies and the Modern Theories  Classic Styles  Leadership Styles in Perspective

McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Leadership Styles (Continued)

McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Leadership Styles (Continued)

McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Leadership Styles (Continued)

McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Leadership Styles (Continued)

McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. The Roles and Activities of Leadership  Leader/Manager Roles  Activities of Successful and Effective Leaders: The Real Managers Study  What Do Managers Do?  What Do Successful Managers Do?

McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. The Roles and Activities of Leadership (Continued)

McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. The Roles and Activities of Leadership (Continued)

McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. The Roles and Activities of Leadership (Continued)

McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. The Roles and Activities of Leadership  Activities of Successful and Effective Leaders: The Real Managers Study (continued)  What Do Effective Managers Do?  Implications across Cultures and for Entrepreneurs and Knowledge Managers  Implications of the Real Managers Study (Continued)

McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Leadership Skills  What Skills Do Leaders Need?  Leadership Skills and Career Development Programs  Other Indirect Techniques for Developing Leadership Effectiveness

McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Leadership Skills (Continued)

- 18 McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Leadership Skills (Continued)

McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Questions