1-1 Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin

1-2 What do we mean by leadership? “Lives of great men all remind us we can make our lives sublime and, departing, leave behind us footprints on the sands of time.” ~ Henry Wadsworth Longfellow 11 Chapter

1-3 Profiles in Leadership Peter Jackson –Film director, The Lord of the Rings Trilogy Howard Schultz –Chairman and Chief Global Strategist of Starbucks Paul Revere –American Revolutionary War Hero Aung San Suu Kyi –Nobel Peace Prize Recipient Bill Gates –Co-founder and Chairman of Microsoft

1-4 Definitions of Leadership The process by which an agent induces a subordinate to behave in a desired manner. Directing and coordinating the work of group members. An interpersonal relation in which others comply because they want to, not because they have to. The process of influencing an organized group toward accomplishing its goals. Actions that focus resources to create desirable opportunities. (continued on next slide)

1-5 Definitions of Leadership (continued) The leader’s job is to create conditions for the team to be effective. The ends of leadership involve getting results through others, and the means of leadership involve the ability to build cohesive, goal-oriented teams. Good leaders are those who build teams to get results across a variety of situations. Leadership represents a complex form of social problem solving.

1-6 Leadership is both a science and an art Bass & Stogdill’s Handbook of Leadership: Theory, Research and Managerial Applications cites approximately 8,000 studies on leadership. Some managers may be effective leaders without ever having taken a course or training program in leadership. Some scholars in the field of leadership may be relatively poor leaders themselves. Leadership will always remain partly an art as well as a science. “Any fool can keep a rule. God gave him a brain to know when to break the rule.” ~ General Willard W. Scott

1-7 Leadership is both rational and emotional Leadership includes actions and influences based on reason and logic as well as those based on inspiration and passion. Since people are both rational and emotional, leaders can use rational techniques and/or emotional appeals.

1-8 Leadership is both rational and emotional (continued) Aroused feelings can be used either positively or negatively, constructively or destructively. The mere presence of a group can cause people to act differently than when they are alone. Leaders need to consider both the rational and the emotional consequences of their actions.

1-9 Leadership and Management Managers: administer maintain control have short-term view ask how and when imitate accept the status quo. Leaders: innovate develop inspire have a long-term view. ask what and why. originate. challenge the status quo.

1-10 The overlap of leadership and management

1-11 Leadership Myths Myth: Good Leadership is All Common Sense Most leadership literature only confirms common sense knowledge. Common sense is ambiguous. Challenge is to know when common sense applies and when it does not. If leadership was simply common sense, then workplace problems would be few, if any. Effective leadership must be something more than just common sense.

1-12 Leadership Myths Myth: Leaders are Born, not Made Many factors and formative experiences influence behavior and leadership. Research shows cognitive abilities and personality traits are partially innate. Different environments can nurture or suppress different leadership qualities. Leaders are born and made.

1-13 Leadership Myths Myth: The Only School You Learn Leadership From is the School of Hard Knocks Formal study experiential learning compliment each other. Students must learn to discern critical lessons about leadership from their own experience. Being able to analyze experiences from multiple perspectives may be the greatest contribution a formal course in leadership can give you.

1-14 The Interactional Framework for Analyzing Leadership

1-15 The Interactional Framework for Analyzing Leadership (continued) Depicts leadership as a function of three elements: –The leader –The followers –The situation A particular leadership situation scenario can be examined using each level of analysis separately. –Examining interactions in the area of overlaps can lead to better understanding. Leadership is the result of complex interactions among the leader, the followers, and the situation.

1-16 The Leader Individual aspects of the leadership equation: –Unique personal history –Interests –Character traits –Motivation Effective leaders differ from their followers, and from ineffective leaders on elements such as: –Personality traits, cognitive abilities –Skills, values Another way personality can affect leadership is through temperament.

1-17 The Leader (continued) How the leader came to be leader is important: –Leaders appointed by superiors may have less credibility and may get less loyalty. –Leaders elected or emerging by consensus from ranks of followers are seen as more effective. –A leader’s experience or history in a particular organization is usually important to her or his effectiveness. –The extent of follower participation in leader’s selection may affect a leader’s legitimacy.

1-18 The Followers Certain aspects of followers affect the leadership process: –Expectations –Personality traits –Maturity levels –Levels of competence –Motivation Workers sharing a leader’s goals and values are more motivated. The number of followers reporting to a leader can have significant implications. Other relevant variables include: –Follower’s trust in the leader. –Follower’s confidence or lack thereof in leader’s interest in their well-being.

1-19 Changing Roles for Followers The leader-follower relationship is in a period of dynamic change. –Increased pressure to function with reduced resources. –Trend toward greater power sharing and decentralized authority in organizations. –Increase in complex problems and rapid changes. Followers can become much more proactive in their stance toward organizational problems. Followers can become better skilled at “influencing upward,” flexible and open to opportunities.

1-20 The Situation Leadership often makes sense only in the context of how the leader and followers interact in a given situation. The situation may be the most ambiguous aspect of the leadership framework. “You’ve got to give loyalty down, if you want loyalty up.” ~ Donald T. Regan, Former CEO and White House chief of staff

1-21 Illustrating the Interactional Framework: Women in Leadership Roles Women are taking on leadership roles in greater numbers than ever before. Problems still exist that constrain the opportunity for capable women to rise to the highest leadership roles in organizations. Research shows that there are no statistically significant differences between men’s and women’s leadership styles.

1-22 Differences that were found: –Women had significantly lower well-being scores. –Women’s commitment to the organizations they worked for was more guarded than that of their male counterparts. –Women were more likely to be willing to take career risks by going to new areas of the company where women had not been before. Illustrating the Interactional Framework: Women in Leadership Roles

1-23 Research on Second-Generation Managerial Women Research suggests that many women appear to be succeeding because of characteristics originally considered too feminine for effective leadership. Tend to use interactive leadership, based on –Enhancing others’ self-worth. –The belief that the best performance results out of satisfaction at work and higher sense of self- worth. –Style developed due to women’s socialization experiences and career paths.

1-24 The Shift Toward More Women In Leadership Roles Factors that explain the shift toward more women in leadership roles: –Women themselves have changed. –Leadership roles have changed. –Organizational practices have changed. –Culture has changed.

1-25 There is no Simple Recipe for Effective Leadership Leadership must always be assessed in the context of the leader, the followers, and the situation: –A leader may need to respond to various followers differently in the same situation. –A leader may need to respond to the same follower differently in different situations. –Followers may respond to various leaders quite differently. –Followers may respond to each other differently with different leaders. –Two leaders may have different perceptions of the same followers or situations.

1-26 Drawing Lessons From Experience The right behavior in one situation is not necessarily the right behavior in another situation. Though unable to agree on the one best behavior in a given situation, agreement can exist on some clearly inappropriate behaviors. Saying that the right behavior for a leader depends on the situation differs from saying it does not matter what the leader does.