1. HAS 3260
Leadership
Dr. Burton

2. "Learning is not compulsory... neither is survival." - W. Edwards Deming
"It is not necessary to change. Survival is not mandatory." - W. Edward Deming

3. Leading -- to Inspire Effort
Planning Ahead
What is leadership?
How do leaders gain and use power?
What are the important leadership traits and behaviors?
What can be learned from contingency theories of leadership?
What are current trends in leadership development?

4. Can a leader by irrelevant to goal attainment?
Substitutes
Employee characteristics
Experience
Skill level and training
Need for autonomy
Job Characteristics
Well defined and routine
Intrinsically satisfying
Organizational Characteristics
Explicit formalized goals
Rigid rules and procedures
Cohesive work groups

5. Are leaders born?

6. Why do ordinary people achieve great things?
50% of all CEOs of Fortune 500 companies had C average or worse in college.
Nearly 75% of all U.S. presidents were in the bottom half of their school classes.
50% of all millionaire entrepreneurs never finished college.
“The answer is passion. Nothing can take the place of passion in a leader’s life.” Source: John Maxwell

7. “World Class Leaders” Rosabeth Moss Kanter
Lesson on leadership…”are often drawn from disparate figures as Jesus Christ, Mahatma Ghandi, Attila the Hun, and Niccolo Machiavelli.”
“Many leaders of historical renown and many contemporary leaders of traditional institutions succeeded by focusing on the needs of their own organization and by being the best advocate for the interests of their own group.”
“Leaders of the future can no longer afford to maintain insularity. It is simply not an option in an increasingly borderless world of … customer power.”

8. Charisma
The ability to draw people to you.
It can be developed.

9. Roadblocks to charisma
Pride: Nobody wants to follow a leader who thinks he is better than everyone else.
Insecurity: If you are uncomfortable with who you are, others will be, too.
Moodiness: If people never know what to expect from you, they stop expecting anything.
Perfectionism: People respect the desire for excellence, but dread unrealistic expectations.
Cynicism: People don’t want to be rained on by someone who sees clouds around every silver lining.

10. To improve your charisma
Change your focus.
Play the first impression game.
Learn the person’s name.
Focus on her interests
Share yourself.
“it’s all in the greetings and good-byes.”
Dolly Madison

11. Key Characteristics of Charismatic Leaders
1. Idealized goal: Charismatic leaders have vision that proposes a future better than the status quo. The greater the disparity between this idealized goal and the status quo, the more likely that followers will attribute extraordinary vision to the leaders.
2. Ability to help others understand the goal: They are able to clarify and state the vision in terms that are understandable to others. This explanation demonstrates an understanding of the followers’ needs and, act as a motivating force.
3. Strong convictions about their goal: Charismatic leaders are perceived as being strongly committed, and willing to take on high personal risk, incur high costs, and engage in self-sacrifice to achieve their vision.
4. Behavior that is unconventional: They engage in behavior that is perceived as being novel, out of the ordinary, and counter to norms. When successful, these behaviors evoke surprise and admiration in followers.
5. Assertive and self-confident: Charismatic leader have complete confidence in their judgement and ability.
6. High self-monitoring: Supervisors who can easily adjust their behavior to different situations.
7. Appearance as a change agent: They are perceived as agents of radical change rather than as caretakers of the status quo.

12. Becoming a Leader Technical Skills Conceptual Skills Networking Skills
Become an expert
Conceptual Skills
See the Big Picture
Networking Skills
Take care of your people
Human-Relations Skills
Coaching, Facilitating, Supporting

13. Five common Misconceptions about leadership by John Maxwell
The Management Myth
Leading and managing are not the same
The Entrepreneur Myth
All salespeople and entrepreneurs are not leaders
The Knowledge Myth
IQ does not necessary equate to leadership
The Pioneer Myth
Being out front of the crowd in not leading
The Position Myth
“Its not the position the makes the leader, it the leader that makes the position” Stanley Huffty

14. Points of Self-discipline for leaders by John Maxwell
Challenge your excuses
“Almost all our faults are more pardonable than the methods we think up to hide them.” Francois La Rouchefoucauld
Remove rewards until the job is done
“Any Business that pays equal rewards to its goof-offs and its eager-beavers sooner or later will find itself with more goof-offs.” Mike Delaney
Stay focused on results
“Talent without discipline is like an octopus on roller skates. There’s plenty of movement, but you never know if it’s going to be forward, backward, or sideways.” H. Jackson Brown Jr.

15. The Nature of Leadership
Leadership and Vision
Leadership
process of inspiring others to work hard to accomplish important tasks
Vision
someone who has clear sense of future
Schermerhorn - Chapter 13

16. The Nature of Leadership
Leadership and Power
Power
ability to get someone else to do what you want them to
Schermerhorn - Chapter 13

17. The Nature of Leadership
Sources of Position Power
Reward
influence through rewards
Coercive
influence through punishment
Legitimate
influence through authority
Schermerhorn - Chapter 13

18. The Nature of Leadership
Sources of Personal Power
Expert
influence through special expertise
Referent
influence through identification
Schermerhorn - Chapter 13

19. The Nature of Leadership
Turning Power Into Influence
centrality
criticality
visibility
Schermerhorn - Chapter 13

20. The Nature of Leadership
Turning Power Into Influence
position power and interpersonal skills
no substitute for expertise
likable personal qualities are very important
effort and hard work breed respect
personal behavior must support expressed values
Schermerhorn - Chapter 13

21. The Nature of Leadership
Acceptance Theory of Power
the other person must
understand the directive
feel capable of carrying out the directive
feel the directive is in the organization’s best interests
believe the directive is consistent with personal values
Schermerhorn - Chapter 13

22. Empowerment

23. The Nature of Leadership
Leadership and Empowerment
benefits
allows people to act independently
manager gains power
creates positive relationships
builds reference power
Schermerhorn - Chapter 13

24. TRAITS Drive Honesty and Moral Character Intelligence Relevant
Six Traits of Effective Leadership
Drive
Honesty and
Moral Character
Intelligence
TRAITS
Relevant
Knowledge
Self-confidence
Desire to Influence
Others

25. Leadership Traits and Behaviors
Search for Leadership Traits
drive
desire to lead
motivation
honesty and integrity
self-confidence
intelligence and knowledge
flexibility
Schermerhorn - Chapter 13

26. Leadership Traits and Behaviors
Focus on Leadership Behaviors
Task and People Concerns
task concern
plans and defines work to be done
assigns task responsibilities
sets clear work standards
urges task completion
monitors results
Schermerhorn - Chapter 13

27. Leadership Traits and Behaviors
Focus on Leadership Behaviors
Task and People Concerns
people concern
acts warm and supportive
develops social rapport with them
respects their feelings
sensitive to their needs
shows trust in them
Schermerhorn - Chapter 13

28. Leadership Traits and Behaviors
Focus on Leadership Behaviors
Styles
abdicative or laissez-faire
directive or autocratic
supportive or human relations
participative or democratic
Schermerhorn - Chapter 13

29. Contingency Approaches to Leadership
Fiedler’s Contingency Model
good leadership depends on a match between leadership and situational demands
least-preferred coworker scale (LPC)
Schermerhorn - Chapter 13

30. Contingency Approaches to Leadership
Fiedler’s Contingency Model
Diagnosing situational control
leader-member relations (good or poor)
degree of task structure (high or low)
amount of position (strong or weak)
Schermerhorn - Chapter 13

31. Contingency Approaches to Leadership
Fiedler’s Contingency Model
Matching leadership style and situation
task oriented leader is most successful
very favorable (high control)
very unfavorable (low control)
relationship oriented leader is most successful
moderate control situation
Schermerhorn - Chapter 13

32. Fiedler’s Leadership Findings
Situational
Factors I II III IV V VI VII VIII
Respect for
Followers Good Good Good Good Poor Poor Poor Poor
Structured
Jobs High High Low Low High High Low Low
Influence over
Employment
Process Strong Weak Strong Weak Strong Weak Strong Weak
Preferred
Leader
Behavior Task Task Task People People People Task Task
Centered Behavior

33. Contingency Approaches to Leadership
Hersey-Blanchard Situational Leadership Model
Leaders adjust their styles depending on the readiness of their followers
readiness
how able, willing and confident followers are to perform tasks
Schermerhorn - Chapter 13

34. Situational Leadership Leader behaviors
High
Relationship
and
Low Task
High Task
and
High
Relationship
Selling
Participating
(Low) Relationship Behavior (High)
(Supportive Behavior)
Low
Relationship
and
Low Task
High Task
and
Low
Relationship
Delegating
Telling
(Low) Task Behavior (High)
(Directive Behavior)
Moderate
Low
High
Mature
Immature R4 R3 R2 R1
Follower Readiness

35. Developments in Organization Structures
Network Structures
central core that is linked through networks of relationships with outside suppliers of essential services
boundaryless organizations
virtual corporations
Schermerhorn - Chapter 13

36. Contingency Approaches to Leadership
Matching Hersey-Blanchard Leadership Styles to Follower Readiness
Delegating = high readiness
Participating = moderate to high readiness
Selling = low to moderate readiness
Telling = low readiness
Schermerhorn - Chapter 13

37. Contingency Approaches to Leadership
House’s Path-Goal Leadership Theory
directive
supportive
achievement-oriented
participative
Schermerhorn - Chapter 13

38. Contingency Approaches to Leadership
Substitutes for Leadership
Subordinate characteristics
Task characteristics
Organizational characteristics
Schermerhorn - Chapter 13

39. Contingency Approaches to Leadership
Vroom-Jago Leader-Participation Theory
Choosing the best decision-making method
authority
consultative
group
Schermerhorn - Chapter 13

40. Contingency Approaches to Leadership
Vroom-Jago Leader-Participation Theory
Effective Leadership
know when each decision method is best
be able to implement well
Schermerhorn - Chapter 13

41. Contingency Approaches to Leadership
Vroom-Jago Leader-Participation Theory
Use group-oriented decision-making when
leaders lack sufficient information
problem is unclear
acceptance of decision by others is important
adequate time is available
Schermerhorn - Chapter 13

42. Contingency Approaches to Leadership
Vroom-Jago Leader-Participation Theory
Use authority-oriented decision-making when
leaders have expertise to solve problem
leader is confident and capable of acting alone
others are likely to accept the decision
little or no time available for discussion
Schermerhorn - Chapter 13

43. Trends in Leadership Development
What is Transformational Leadership?
Use of charisma and related qualities to raise aspirations and shift people and organizational systems into new high-performance patterns
Schermerhorn - Chapter 13

44. Trends in Leadership Development
Transactional Leadership
Use of tasks, rewards and structures to help followers meet their needs while working to accomplish organizational objectives
Schermerhorn - Chapter 13

45. Trends in Leadership Development
Qualities of Transformational Leaders
vision
charisma
symbolism
empowerment
intellectual stimulation
integrity
Schermerhorn - Chapter 13

46. Directions in Leadership Development
Emotional Intelligence (EI)
ability to understand and deal well with emotions at work
threshold capabilities are technical or knowledge-based skills
excellence in leadership depends on EI
can be learned

47. 5 Components of EI Self-awareness Self-regulation Motivation Empathy
Social skill

48. Do Men and Women Lead Differently?

49. Trends in Leadership Development
Gender and Leadership
Women may be more prone to democratic and participative behaviors
Men may be more transactional
Schermerhorn - Chapter 13

50. Trends in Leadership Development
“Good Old-Fashioned” Leadership
define and establish a sense of mission
accept leadership as responsibility rather than rank
earn and keep trust of others
Schermerhorn - Chapter 13

51. Trends in Leadership Development
Ethical Aspects of Leadership
responsibility to set high ethical standards
obligation to supply necessary spark to awaken potential
high expectations tend to generate high performance
Schermerhorn - Chapter 13

52. “The first key to greatness is to be in reality what we appear to be.”
Socrates

53. Second Tier Leaders What is a 2nd tier leader?
What behaviors are required that are different from 1st tier leaders?
What are the career implications for 2nd tier leaders?
If successful?
If failed?

54. “The secret of success in life is for a man to be ready for his time when it comes.”
Benjamin Disraeli