1. Unit Lesson MBA 6001: Unit II
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2. Leadership, decision making, and organizational strategies
Unit II:
Leadership, decision making, and organizational strategies
Please be sure to turn up your volume or plug in your headphones. The next several slides contain important audio.
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3. Goals Insert Image of boundary-less design
In corporate America, sometimes good employees leave a company because a manager did not help them achieve their personal goals, or they are a part of very productive teams where managers integrate both the employees’ personal goals and corporate goals. Organizations need leaders not only to implement corporate strategies but also to help employees grow, so they can contribute and operate at high levels within the organization to achieve goals.
(Rheog, 2015)
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4. Model 1. Inspire 2. Challenge 3. Enable 4. Encourage 5. Leadership
In terms of leadership behavior, a leader should 1) model the way, 2) inspire a vision, 3) challenge the process, 4) enable others to act, and 5) encourage the heart (Kouzes & Posner, 2007).  

5. Traditional Approaches to Leadership Theory
Trait Approach
Drive
Motivation
Integrity
Self-confidence
Knowledge
Behavioral Approach
Behavioral traits
Leader-member exchange
Group maintenance
Individual behaviors
Traditional approaches to leadership theory started with the trait approach, understanding the leader’s personal characteristics such as drive, leadership motivation, integrity, self-confidence, and knowledge of the business. Other theories include the behavioral approach that focuses on behavioral traits and leader-member exchange, involving a focus on group maintenance and individual behaviors.

6. Leadership Theory
Autocratic Style
People at the top make decisions without regard to the lower-level employees
Bureaucratic Style
Involves employees in decision making, but the leader typically makes the final decision
The next phase of leadership theory is the autocratic style with a clear difference between leaders and workers, and where people at the top make decisions without regard to the lower-level employees. Conversely, the bureaucratic style involves employees in decision making, but the leader typically makes the final decision.

7. Democratic and Participative Styles
(Brice, 2013)
Democratic and participative styles are the same. Leaders encourage employees to provide feedback and make suggestions, whereas charismatic leaders are confident and very passionate about their goals. Bill Clinton, Barack Obama, and Martin Luther King, Jr. are charismatic leaders.
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(Skeeze, 2014)

8. Leadership Theory Situational Transformational Charismatic Directing
Coaching
Supporting
Delegating
Transformational
Charismatic
Innovative
Socially Responsible
Motivating
Engaging
Role Models
Blanchard’s (2008) situational leadership theory proposes that leaders change their leadership style based on the situation and the followers’ job maturity and psychological theory. This style includes directing, coaching, supporting, and delegating.
Transactional leaders use bargaining power to achieve goals. This style motivates employees with raises and promotions. However, transformational leaders seek to change and develop employees. These leaders are naturally charismatic and committed to innovation, social responsibility, and motivating and engaging their followers. Transformational leaders are good role models with a tendency to shape culture.

9. Today’s Organizations
Great leaders have people skills, character, and build intellectual capital; they generate ideas and invite others to participate (Bennis, 2000).
Executives share positions with two or more people
Shared Leadership
Executive is in place, but lower-level employees make decisions
Distributed Leadership
Decision making in today’s organizations is about shared leadership where executives share positions with two or more people, and distributed leadership is where an executive is in place, but lower-level employees in the organization make the decisions. Characteristics of these models include decreased bureaucracies, high levels of trust and transparency, investments in learning, values, and buy-in and commitment to the process. Great leaders have people skills, character, and build intellectual capital; they generate ideas and invite others to participate (Bennis, 2000). Mentoring and succession planning will ensure future leaders as decision makers and the future success of an organization.
We also see self–managed leaders, yet they make decisions based on a project team or the stakeholder group. The team might include a chief information officer (CIO), managers, supervisors, executives, and other team members with different forms of expertise. These teams may consist of a host of leadership styles. To solve problems or to implement a strategy, these leaders need skills in collaboration, communications, and problem solving. Great leaders know how to handle challenging decisions by balancing emotional intelligence and reason to make decisions that benefit stakeholders, employees, and customers (Goleman, Boyatzis, & McKee, 2002).
Great leaders know how to handle challenging decisions by balancing emotional intelligence and reason to make decisions that benefit stakeholders, employees, and customers (Goleman, Boyatzis, & McKee, 2002).

10. Organizational Desires
Scope of Leadership
Global
Organizational Desires
Managing diverse cultures
Networking
Collaboration
Team building
Adapting to dynamic change
Worldwide awareness
Satisfaction
Innovation
Creativity
Productivity
Return
Technology
The global scope of leadership is cross-functional across geographies and departments, such as supply chain management, sales management, product management, financial management, and marketing structures. Globalization, customers, and competition have made organizations flatter, more fluid, and more virtual. These complex structures include managing diverse cultures, networking, collaboration, team building, adapting to dynamic change, and worldwide awareness (Andrews, 2004).
Continuous learning and up-to-date technology is imperative to achieve productivity, to accomplish strategic development and implementation, and to achieve business success. Organizations desire employee and customer satisfaction, skills of innovation, creativity, productivity, return on investments, and continuous learning in implementing the right technology to accomplish goals.
(Andres, 2004)

11. Self Check True or False
(Altmann, 2014)
In leadership theory, the autocratic style involves employees in decision making, but the leader typically makes the final decision.
The next few slides consist of self-check questions for you to test your knowledge regarding the content covered in this unit. The correct answer will be indicated on the next slide.
True or False: In leadership theory, the autocratic style involves employees in decision making, but the leader typically makes the final decision.

12. FALSE
The bureaucratic style involves employees in decision making, but the leader typically makes the final decision.
The answer is False!
The bureaucratic style involves employees in decision making, but the leader typically makes the final decision. The autocratic style is where people at the top make decisions without regard to the lower-level employees.
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13. True or False Democratic and participative styles are the same.
(Altmann, 2014)
Democratic and participative styles are the same.
True or False: Democratic and participative styles are the same.

14. TRUE
Democratic and participative styles are the same. Leaders encourage employees to provide feedback and make suggestions, whereas charismatic leaders are confident and very passionate about their goals.
True! Democratic and participative styles are the same. Leaders encourage employees to provide feedback and make suggestions, whereas charismatic leaders are confident and very passionate about their goals.
(ClkerFreeVectorImages, 2014)

15. References
Altmann, G. (2014). Test [Image]. Retrieved from Andrews, N. (2004). Global business capabilities. Business Strategy Review, 15(4), Bennis, W. (2000). Leaders of ideas. Executive Excellence, 17(2), 8-9. Blanchard, K. (2008). Situational leadership. Leadership Excellence, 25(5), 19. Brice, M. (2014). Obama [Image]. Retrieved from ClkerFreeVectorImages. (2012). X [Image]. Retrieved from ClkerFreeVectorImages. (2014). Checkmark [Image]. Retrieved from

16. References
Goleman, D., Boyatzis, R., & McKee, A. (2002). The emotional reality of teams. Journal of Organizational Excellence, 21(2), OpenClipartVectors. (2013). Headset [Image]. Retrieved from Rheo, M. (2011). Hand touch [Image]. Retrieved from Skeeze. (2014). MLK [Image]. Retrieved from WikimediaImages. (2013). Clinton [Image]. Retrieved from