1. Leadership old Ch. 9 new Ch. 10
What we want/need from leaders Leaders need vision Leading and managing: similarities, differences Power Traits and skills of effective leaders

2. What do we want from leaders?
Challenge beliefs and practices, create change Appeal to our values, motivate us to care Give us information and power Be examples of ideals, don’t just tell us what to do Appreciation, rewards, positive motivation

3. Remember Kotter’s list regarding mission statements?
Vision
Remember Kotter’s list regarding mission statements?
Imaginable: conveys a sense of the future
Desirable: appeals to long-term interests of most stakeholders
Feasible: suggests realistic attainable goals
Focused: provides clear guidance for decision-making
Flexible: allows individuals and groups to adapt to changing conditions
Communicable: easy to communicate

4. Vision
Necessary for effective leadership Create for any job, work unit or organization Lack of vision = weak leader

5. Leading and Managing
Leading set the direction inspire people focus people on moving organization toward its future motivate people
Managing deal with day-to-day things planning and budgeting structuring the organization, staffing it, and monitoring activities

6. Types of Power
Legitimate – formal authority Reward – control over rewards Coercive – control over punishment Referent – personal characteristics that appeal to others Expert – expertise or knowledge

7. Traditional Approaches to Leadership
How do we think about it/what to focus on/how to pick them? Trait approach – e.g, drive, need for power, integrity, confidence, knowledge, intelligence Behavioral approach – e.g., focus on task performance of group, focus on group satisfaction Situational approach – vary your leadership behavior based on situation

8. Leadership Styles
Autocratic: leader makes decisions then announces them to group Democratic: a form of leadership in which the leader solicits input subordinates Laissez-faire: few decisions, let things go

9. Substitutes for Leadership
Group maintenance substitutes – closely knit groups, job is inherently satisfying Task performance substitutes – people have a lot of experience and ability, rules and procedures are rigid

10. Contemporary Perspectives
Charismatic leader – dominant, self-confident, conviction of moral righteousness Transformational leader – motivate people to transcend personal interests for good of the group Transactional leader – use legitimate, reward and coercive power to give instructions

11. Transformational Leaders
Have a vision –a goal that grabs attention Communicate that vision –a compelling image of the ultimate goal Build trust – being consistent, dependable, and persistent Have positive self-regard – not self-important, but recognize personal strengths, compensate for weaknesses, nurture and continually develop talents, and learn from failure

12. Non-traditional Leadership Roles
Servant leader serves others’ needs while strengthening the organization.
Ex. “How can I help you do your job?”
Bridge leader bridges conflicting value systems or different cultures. Ex. in mergers
Shared leadership rotating leadership based on which person has the most relevant skills at a particular time Ex. esp in small groups

13. Good leaders need courage
See things as they are Say what needs to be said to those who need to hear it Persist despite resistance, criticism, abuse, and setbacks