1. Leadership & Management
Reading for Lesson 4: Leadership in Organizations

2. Reading Objectives
The student will comprehend the personal characteristics associated with effective leaders.
The student will know the five sources of power and how each causes different subordinate behavior.
The student will comprehend the leader behavior of initiating structure and consideration and when they should be used.
The student will comprehend Hersey and Blanchard's situational theory and its application to subordinate participation.
The student will comprehend the path-goal model of leadership.

3. Discussion Objectives
Demonstrate how the five bases of power are manifest in behavior
Relate Hersey and Blanchard’s Situational Theory to the personnel and organization of a Navy warship
Discuss personal traits that are useful to a leader and determine if these traits are more valuable in some situations than in others

4. Personal Characteristics of Effective Leaders
Physical
Activity
Energy
Social background
Mobility

5. Personal Characteristics of Effective Leaders
Intelligence and ability
Judgment, decisiveness
Knowledge
Fluency of Speech

6. Personal Characteristics of Effective Leaders
Personality
Alertness
Originality, creativity
Personal integrity, ethical conduct
Self-confidence

7. Personal Characteristics of Effective Leaders
Work-related
Achievement drive, desire to excel
Drive for responsibility
Responsibility in pursuit of goals
Task orientation

8. Personal Characteristics of Effective Leaders
Social
Ability to enlist cooperation
Cooperativeness
Popularity, prestige
Sociability, interpersonal skills
Social participation
Tact, diplomacy

9. Sources of Power
Legitimate
Reward
Coercive
Expert
Referent

10. Leadership Behaviors Consideration Initiating Structure
Considerate of subordinates
Respects their ideas
Mutual Trust
Initiating Structure
Give Instructions
Spend time planning
Emphasize deadlines
Schedule work activities.

11. Hersey and Blanchard’s Situational Theory
Subordinates vary in their readiness level.
Low task readiness:
Limited skill
Lack of training
Insecurity
High task readiness:
Ability
Skill
Confidence
Willingness to work

12. Hersey and Blanchard’s Situational Theory
Adopt a style appropriate to your subordinates.
Low level of task readiness:
Tell them what to do
How to do it
When to do it
High level of task readiness:
Provide general goals
Delegate sufficient authority to do the task
Expect followers to complete the task as they see fit

13. Path Goal Theory
The leader tries to increase subordinates motivation to attain personal and organizational goals.

14. Path Goal Theory Contingencies
Leader behavior (style)
Supportive
Directive
Participative
Achievement-oriented

15. Path Goal Theory Contingencies
Situational Contingencies
Characteristics of the workers
Work environment
Use of rewards
Clarify the path to the rewards
Increase the rewards