2. Review trait theory research, and the Leadership Grid as points of reference. Explain, according to Fiedler’s contingency model, how leadership style interacts with situational control. Discuss House’s revised path-goal theory and Hersey and Blanchard’s situational leadership theory. Describe the difference between transactional and transformational leadership and discuss how transformational leadership transforms followers and work groups. Explain the leader-member exchange (LMX) model of leadership and the concept of shared leadership. Review the principles of servant leadership and discuss Level 5 leadership Leadership Learning Objectives Chapter Fourteen

3. Leadership and Vision Leadership process of inspiring others to work hard to accomplish important tasks Vision someone who has clear sense of future Leadership

4. Leadership and Power Power ability to get someone else to do what you want them to Leadership

5. Leader trait: personal characteristics that differentiate leaders from followers. Leadership prototype: mental representations of the traits and behaviors possessed by leaders. McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Trait Theory McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

6. drive desire to lead motivation honesty and integrity self-confidence intelligence and knowledge flexibility McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Trait Theory McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

7. IntelligencePersonalityAbilities JudgmentAdaptabilityAbility to enlist cooperation DecisivenessAlertness Cooperativeness KnowledgeCreativity Fluency of speechPersonal integritySociability Emotional balanceTact, diplomacy and Control Popularity & prestige Independence Self-confidenceSocial participation McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Traits Associated with Leadership Effectiveness McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

8. Men and women were seen as displaying more task and social leadership, respectively Women used a more democratic or participative style than men and men used a more autocratic and directive style than women Men and women were equally assertive Women executives, when rated by their peers, managers, and direct reports, scored higher than their male counterparts on a variety of effectiveness criteria Men displayed more laissez-faire leadership 14-2 McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Gender and Leadership McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

9. The Ohio State Studies: 1950s (R.M. Stogdill and A.E. Coons) identified two critical dimensions of leader behavior. Consideration: creating mutual respect and trust with followers. Being friendly and supportive towards his or her subordinates. Initiating structure: organizing and defining what group members should be doing. 14-3 McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Behavioral Styles Theory McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

10. The Ohio State Studies: (R.M. Stogdill and A.E. Coons) identified two critical dimensions of leader behavior. Consideration: Correlates with People Oriented- Employee centered Initiating structure: Correlates with Task Oriented – Job centered 14-3 McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Behavioral Styles Theory McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

11. University of Michigan Studies identified two leadership styles that were similar to the Ohio State studies--one style was employee centered and the other was job centered The Leadership Grid © represents five leadership styles found by crossing concern for production and concern for people Impoverished management Country club management Authority-compliance Middle-of-the-road management Team management McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Behavioral Styles Theory (Cont.) McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

12. McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. The Leadership Grid McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

13. Transactional leadership: focuses on the clarifying employees’ roles and providing rewards contingent on performance. McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Transactional Leadership McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

14. Authoritarian - their subordinates work for them and largely do as they are told Work focus – work within tight constraints of time and money. They thus naturally pass on this work focus to their subordinates McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Transactional Leadership McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

15. Directive or autocratic Management by Exception McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Transactional Leadership McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

16. Transformational leaders: transforms employees to pursue organizational goals over self-interests. McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Transformational Leadership McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

17. Qualities of Transformational Leaders vision charisma symbolism empowerment intellectual stimulation integrity McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Transformational Leadership McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

18. Emotional Intelligence is the ability to manage oneself and interact with others in mature and constructive ways 5-16 McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Emotional Intelligence McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

19. Self-Awareness, Self-Esteem, Self- confidence Self-Control in all situations: self-regulation Leadership Decisiveness, decision-making Motivation- of self and others Conflict Management, negotiation Stress management and reduction Support and sensitivity to others Communication Teamwork, relationships McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Management/Leadership Activities & EI Competencies ©

20. EI is the ability to perceive, understand, integrate and manage, one’s own and other people’s feelings and emotions, and to act upon them in a reflective and rational manner. EI is the capacity to consciously choose your thoughts, feelings, and actions to gain the clearest insight about yourself and to get the most out of relationships with others. McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Emotional Intelligence Defined ©

21. 5-17 McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Skills & Best Practices: How to Develop Personal and Social Competence Through Emotional Intelligence Personal Competence Self-Awareness Emotional self-awareness Accurate self-assessment Self-confidence Self-Management Emotional self-control Transparency Adaptability Achievement Initiative Optimism Social Competence Social Awareness Empathy Organizational awareness Service Relationship Management Inspirational leadership Influence Developing others Change catalyst Conflict management Building bonds Teamwork and collaboration McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

22. EI develops in three important phases throughout life. Success is measured by individual effort and motivation. First: By increasing your self-awareness (know yourself) Second: By self-management (choosing your thoughts and actions) Third: By making a plan for decision making and increasing your personal wisdom through learning. (Action learning) “Street Smarts” McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Developing EI in the Individual ©

23. Future Leadership Development will focus on a combining Emotional Intelligence – Transformational and Transactional Leadership McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Leadership Development ©