1. Chapter 13

2. * http://www.youtube.com/watch?v=_4Vs_n85sC s

3. * http://www.youtube.com/watch?v=F116UPXW K-I

4. * Inspiring others to work hard to accomplish important tasks. * “You manage things; you lead people”. Grace Hooper, First female US Navy Admiral

5. Vision: a clear sense of the future

6. * a) Challenge the process: be a pioneer, encourage innovation & support people who have ideas * b) Show enthusiasm * c) Help others to act; be a team player * d) set examples (role models) * e) Celebrate achievements ( emotion & heart)

7. * Power: ability to get someone else to do something you want done. Positive leadership as opposed to negative leadership.

8. * Rewards – The carrot at the end of the stick; pay raises, bonuses, promotions, verbal/written compliments, special assignments. * (temporary compliance) * Coercion – The long arm of the law – punishment! ; verbal reprimands, pay penalties, termination (temporary compliance /resistance)

9. * Legitimacy – The Boss; status in the organization. (temporary compliance) * Power of Person: (personal qualities of the person) Expertise – knowledge, understanding, skill.(creates long-term commitment)

10. * Reference – Charisma or interpersonal attractiveness; people want to identify positively with YOU. (creates long-term commitment)

11. * there is no substitute for expertise * likeable personal qualities are very important * effort & hard work breed respect * personal behaviour must support expressed values. * Power & influence are linked to where you fit in the organization: * Centrality: have a network of interpersonal contacts who flow into to you – don’t get isolated.

12. * Criticality: take good care of others dependent on you * Visibility: get known; make formal presentations, do committee work, pursue leadership assignments.

13. * A leader’s directives will be followed if: * a) the other person must truly understand the directive * b) the other person must feel capable of carrying out the directive * c) other person must believe the directive is in the organization’s best interest * d) must believe directive is consistent with personal values. * Leader/managers pressure you to do questionable things results in ethical dilemmas.

14. * distributes decision-making power throughout an organization * Leaders empower others by: providing them with information, responsibility, authority and trust to make decisions & act independently within areas of expertise. * Always hire people who are smarter than you are!

15. * The focus: find great leaders & find what made them great * Objectives: create definitive list of universal leadership traits * Research findings: Physical characteristics make no difference * Limitations: possession of certain traits alone no guarantee of leadership success.

16. * Drive, self-confident, creativity, smart, motivated, business knowledge, flexible, honest

17. FocusTheoretical Foundation Managerial Implications Blake & Mouton’s Leadership Grid Team management: concern for people & task Alternative leadership styles for different situations Impoverished, Authority- obedience, Country club, Middle-of-the- Road Fiedler’s contingency model Good leadership matched to leadership style & situational demands Leadership success in a variety of situations. Task- motivated or relationship- motivated leaders; based on your personality the Hersey- Blanchard situational leadership model Leaders adjust style to maturity of followers How able, willing & confident followers are to perform a task Delegating Participating Selling Telling

18. FocusTheoretical Foundation Managerial Implications House’s path- goal theory of leadership Set up followers for success Achieve both task and personal goals with help of boss. Directive Supportive Achievement Participative The Vroom- Jago leader- participation model. Leader- participation model Choose method of decision making that fits the nature of the problem. Decisions via: - Authority - Consultative - Group

19. * A LEADER SHOULD ASSESS SITUATION CONTROL; * SHOULD SEEK OUT SITUATIONS THAT MATCH HIS/HER LEADERSHIP STYLE; BE IT: * TASK ORIENTED; OR * RELATIONSHIP ORIENTED. * FIEDLER ARGUED THAT ONE’S LEADERSHIP STYLE WAS TIED TO ONE’S PERSONALITY; CANNOT BE EASILY CHANGED

20. Transactional Directs the efforts of other through task, rewards and structures TransformationalInspirational leadership that gets people to do more in achieving high performance. The have: Vision Charisma Symbolism (hero) Empowerment Smarts Integrity

21. * Ability to manage ourselves & our relationships effectively. Describe the components of emotional intelligence. * Self-awareness: understand our moods * Self-regulation * Motivation * Empathy * Social skill

22. * Discuss the leadership approaches typically used by men and by women, and describe their implications for leadership in contemporary organizations * Women tend to use interactive leadership. * A style that shares qualities with transformational leadership. * Men tend to use transactional leadership.

23. * Interactive leadership provides a good fit with the demands of a diverse workforce and the new workplace. * Future leadership success will depend on a person’s capacity to lead through positive relationships and empowerment.

24. * The leader’s honesty, credibility, and consistency in putting values into action. * Crucial for transformational leadership and good old-fashioned leadership. * Moral obligation to awaken people’s potential. * Moral leaders instill high expectations and let others do their best.

25. * Leaders must provide the necessary spark to awaken the potential of each individual. High expectations result in high results. * Remember: everybody has the right to be an insider!