1. HED 362 – L. Good LEADERSHIP

2. HED 362 – L. Good Why do we need leadership? “You don’t need leadership to eat a warm cookie. The only reason for leadership is to convince people to do things that are either dangerous or stupid. Generally speaking, wherever there is leadership, there’s lots of hollering and a few warm cookies. Let’s enjoy the lack of leadership while we have it.” Scott Adams Don’t Step in the Leadership

3. HED 362 – L. Good Leaders Think of the most effective leader you have known Traits Situation Think of the most ineffective leader you have known Traits Situation

4. HED 362 – L. Good LEADERSHIP - Theories Trait Theories 1920’s – 1950’s Personal characteristics Intelligence, dominance, alertness Leaders born not made No cause and effect between leadership and traits

5. HED 362 – L. Good LEADERSHIP - Qualities Honesty Single most important ingredient is integrity Measured by observing behavior Forward Looking (Vision) Sense of direction Concern for future

6. HED 362 – L. Good LEADERSHIP - Qualities Inspiring Enthusiastic, energetic, positive Cheerleader Competent Capable and effective to lead toward goals Not a specialist in all areas – but takes time to learn “Value-added” competence

7. HED 362 – L. Good LEADERSHIP - Qualities Fair-minded Supportive Broad-minded Intelligent

8. HED 362 – L. Good LEADERSHIP - Theories Behavioral Theories Late 1940’s - 1950’s Behavior vs. traits U of M studies Production centered Employee centered PC less effective actual performance

9. HED 362 – L. Good LEADERSHIP - Theories Ohio State studies Initiating structure Well defined job guidelines, channels of communication Consideration Emphasizes trust, respect, rapport, participatory decision making

10. HED 362 – L. Good LEADERSHIP - Theories Ohio State studies – findings Higher Initiating Structure yielded high proficiency ratings but more employee grievances Higher Consideration yielded lower proficiency but lower absences

11. HED 362 – L. Good LEADERSHIP - Theories Contingency/Situational Theories Attention to the situation in which leaders function Trait and behavioral theories were inadequate

12. HED 362 – L. Good LEADERSHIP - Theories Fiedler’s Contingency Model Group Performance contingent upon Motivational system of leader Task vs relationship Degree to which leader has power and influence in a situation

13. HED 362 – L. Good LEADERSHIP - Theories 3 situational factors Leader-member relationship Trust, confidence, respect for leader Task structure Clarity of specific job Position power Inherent in leadership position

14. HED 362 – L. Good Case Individual has 8 subordinates who like him. He structures the job by making work assignments and by setting goals for required outputs. He is also responsible for reviewing the work of subordinates and is the main spokesperson for and evaluator of the employees at merit review time.

15. HED 362 – L. Good Case Is leader member relationship good or poor? Good Is task-structure high or low? High Is position power strong or weak? Strong

16. HED 362 – L. Good LEADERSHIP - Types Transformational leaders – Bezos, Gates Seek higher level needs- self- actualization Internal rewards – big risks/big changes Vision- motivation for followers Charisma Inspirational motivation – work for larger good of organization

17. HED 362 – L. Good LEADERSHIP - Types Transactional leaders –Clinton Exchange process – rewards/benefits for motivation/productivity Contingent reward system- carrot/stick Smaller changes, lower risks MBO Autocratic Correct by negative feedback/discipline

18. HED 362 – L. Good Basic Needs Safety Love/Belonging Self-esteem Knowledge/understanding Aesthetic Self-actualization Transformational Leadership helps you aim here Transactional Mgt. gives these

19. HED 362 – L. Good Primary Differences between Transformational & Transactional Leadership CategoriesTransactionalTransformational Leader’s source of power Rank, positionCharacter, competence Follower reactionComplianceCommitment Time frameShort termLong term RewardsPay, promotion, etc.Pride, self-esteem, etc. SupervisionImportantLess important Counseling focusEvaluationDevelopment Where change occursFollower behaviorFollower attitude, values Where “leadership” found Leader’s behaviorFollower’s heart

20. HED 362 – L. Good LEADERSHIP - Types Servant Leaders (many unknown leaders) Leaders serve followers Listens well – concerned with all Do not necessarily strive to be leaders