1. McGraw-Hill/Irwin© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Great Leaders: Styles, Activities, and Skills Chapter Fourteen

2. Learning Objectives Relate the style implications from the classic studies and modern theories of leadership. Present the widely recognized classic styles of leadership, such as the life-cycle approach. Discuss the findings on leadership roles and activities. Examine the relationship that activities have with successful and effective leaders. Identify the skills needed for effective leadership of today’s organizations. Analyze the various approaches to leadership development.

3. Introduction Demographics of organizational leaders are changing

4. Leadership in the New Environment Leadership roles are changing in the new environment –Key leadership roles include: A strategic vision to motivate and inspire Empowering employees Accumulating and sharing internal knowledge Gathering and integrating external information Challenging the status quo and enabling creativity

5. Leadership in the New Environment Continued Values and beliefs of the young Generation Xer’s are different than the baby boomers who are in leadership positions Organizational behavior theory building and research –Must adapt to the new types of leaders and organizations

6. Leadership Styles Style implications of the classic studies and the modern theories –Nadler and Tushman’s

7. Leadership Styles Continued Style implications (continued) –Continuum of leadership styles – summary

8. Leadership Styles Continued Style implications (continued) –Tannenbaum and Schmidt

9. Leadership Styles Continued Classic styles - Hersey and Blanchard’s –Two major styles: Task style Relationship style –Four basic styles: Telling style Selling style Participating style Delegating style

10. Leadership Styles Continued Leadership styles in perspective –Researchers House and Podsakoff findings: Vision Passion and self-sacrifice Confidence, determination, and persistence Image building Role modeling External representation Expectations of and confidence in followers Selective motive arousal Frame alignment Inspirational communication

11. Roles and Activities of Leadership Leader/ manager roles –Mintzberg’s managerial roles

12. Roles and Activities of Leadership Continued Activities of successful and effective leaders: The real managers study –What do managers do? Communication Traditional management Human resource management Networking

13. Roles and Activities of Leadership Continued –What do managers do? (continued): Luthans’s conceptual categories of activities

14. Roles and Activities of Leadership Continued –What do managers do? (continued): Relative distribution activities

15. Roles and Activities of Leadership Continued Activities of successful and effective leaders: (continued) –What do successful managers do? Networking: using speed of promotion as the measure of success

16. Roles and Activities of Leadership Continued Activities of successful and effective leaders: (continued) –What do effective managers do? Getting the job done through high quantity and quality standards of performance Getting the job done through people, requiring their satisfaction and commitment

17. Roles and Activities of Leadership Continued Activities of successful and effective leaders: (continued) –Implications across cultures and for entrepreneurs and knowledge managers –Implications of the real managers study

18. Leadership Skills What skills do leaders need? –Cultural flexibility –Communication skills –HRD skills –Creativity –Self-management learning

19. Leadership Skills Continued What skills do leaders need? (continued) –Whetten and Cameron model

20. Leadership Skills Continued What skills do leaders need? (continued) –Whetten and Cameron model

21. Leadership Skills Continued Traditional leadership development programs Contemporary leadership development approaches –Research based –Strategy based –Values based

22. Leadership Skills Continued Other indirect techniques for developing leadership effectiveness –Training –Job design –Behavioral management

23. Questions