1. LEADERSHIP: Theory, Application, Skill Development 2d Edition Robert N
LEADERSHIP: Theory, Application, Skill Development 2d Edition Robert N. Lussier and Christopher F. Achua .
This presentation edited and enhanced by:
George W. Crawford
Asst. Prof. of Mgmt.
Clayton College & State University
Morrow, GA 30260
Copyright ©2004 by South-Western, division of Thomson Learning. All rights reserved.
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2. Chapter 1
Who Is A Leader?
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3. Chapter 1 Learning Outcomes
5 key elements of leadership
10 managerial roles
Levels of leadership analysis interrelationship
Behavioral leadership theories
Trait & behavioral leadership theories and contingency theories
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4. Why Leadership is Important
For crisis situations
For organizational performance
For employee job satisfaction
For successful management
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5. Leadership is the influencing process of leaders and followers to achieve organizational objectives through change
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6. Influence
Is the process of a leader communicating ideas, gaining acceptance of them, and motivating followers to support and implement the ideas through change
Is the essence of leadership
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7. Effective Leaders
Share leadership responsibilities through co-leadership
Teach leadership skills to subordinates
Influence followers to support organizational interests
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8. Effective Leaders Set objectives
Influence change for continual improvement
Can work with people
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9. Key Elements of Leadership
Influence
Leaders-Followers
Leadership
OrganizationalObjectives
Change
People
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10. Managerial Roles Interpersonal Informational Decisional 1. Figurehead
Use this space for overall reminders or special tips linked to the slide or occassion. Simply select this text and replace it with your own reminders.
1. Figurehead
2. Leader
3. Liaison
Informational
4. Monitor
5. Disseminator
6. Spokesperson
Summary
Heading. Text.
Decisional
7. Entrepreneur
8. Disturbance-handler
9. Resource-allocator
10. Negotiator
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11. 3 Levels of Leadership Analysis
Group
Organizational
Individual
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12. Individual Level
Focuses on the individual leader and the relationship with individual followers
Called the “dyadic process”
Reciprocal Influence
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13. Group Level
Focuses on the individual leader and the collective group of followers
Called the “group process”
How leader contributes to group effectiveness
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14. Organizational Level
Focuses on how the top management influences organizational performance
Called the “organizational process”
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15. The 4 Leadership Theory Classifications Include:
This slide relates to XX-XX.
Trait
Behavioral
Integrative
Contingency
Summary Overview
XXXX
Major Title
Heading.
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16. Leadership Trait Theories
Attempt to explain distinctive characteristics accounting for leadership effectiveness to identify a set of traits that all successful leaders possess
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17. Behavioral Leadership Theories
Attempt to explain distinctive styles used by effective leaders, or to define the nature of their work
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18. Contingency Leadership Theories
Attempt to explain the appropriate
leadership style
based on the leader,
followers,
and situation
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19. Integrative Leadership Theories
Attempt to combine the trait, behavioral, and contingency theories to explain successful, influencing
leader-follower relationships
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20. Paradigm Has Shifted From Management to Leadership!
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21. Leaders vs. Managers Managers Leaders Administer Maintain Control
Short-term view
Ask “how & when”
Imitate
Accept status quo
Do things right
Leaders
Innovate
Develop
Inspire
Long-term view
Ask “what & why”
Originate
Challenge status quo
Do the right things
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22. Discussion Question #1
What is the difference between peer-leadership and coleadership?

23. Discussion Question #2
Do you agree that, in general, mean or tough bosses are not successful leaders?

24. Discussion Question #3
Are leaders born or made?

25. Discussion Question #4
Why does the leadership role pervade all management behavior?

26. Discussion Question #5
How is the monitor role related to the disseminator and spokesperson roles?

27. Discussion Question #6
What is the key difference between the entrepreneur and disturbance-handler role?

28. Discussion Question #7
Do you agree with the interrelationship, and triangle analogy, of the levels of leadership analysis?

29. Discussion Question #8
How can the shift in paradigm from management to leadership possibly help-and hurt- the management profession?

30. Discussion Question #9
Can a person develop critical-thinking skills of applying the leadership theory and develop leadership skills without understanding the leadership theory?