1. © 2006 Prentice Hall CHAPTER ONE LEADERSHIP AND ITS IMPORTANCE 1-1

2. © 2006 Prentice Hall Learning Objectives  Define and describe the leadership process.  Discuss the similarity of leadership and management in organizations.  Describe how power, influence and authority are related to leadership.  Describe the types of power often used by leaders. After reading this chapter, you should be able to do the following: 1-2

3. © 2006 Prentice Hall Learning Objectives (cont.)  Describe traits leaders often posses.  Discuss how leadership behaviors are critical to a leader's effectiveness.  Describe how situational factors can affect a leader's success.  Describe the three key tasks leaders must carry out in order to be effective. After reading this chapter, you should be able to do the following: 1-3

4. © 2006 Prentice Hall Leadership Leadership is a process used by an individual to influence group members toward the achievement of group goals, where the group members view the influence as legitimate. 1-4

5. © 2006 Prentice Hall Core Characteristics of a Definition of Leadership CORE CHARACTERISTICS OF LEADERSHIP Actions focus on influencing behavior Actions focus on influencing behavior Systematic and continuous series of actions Systematic and continuous series of actions Influence is directed toward achieving group goals Influence is directed toward achieving group goals Single individual usually fulfills the role for a group Single individual usually fulfills the role for a group Influence is viewed by followers as reasonable & justified Influence is viewed by followers as reasonable & justified 1-5

6. © 2006 Prentice Hall Leadership Effectiveness Indicators used to measure the effectiveness of leaders: Job performance Measures of followers’ attitudes. Group and organizational outcomes 1-6

7. © 2006 Prentice Hall Leadership vs. Management Many writers have suggested that … Leadership is "Doing the right things” or changing and developing more effective organizations. Management is “Doing things right" or a rational, mechanical, and administrative activity to achieve goals. Each of these views is incomplete and inhibits our ability to understand the leader/manager role. Management and leadership are closely related and that the same individuals usually perform both activities 1-7

8. © 2006 Prentice Hall Leadership Trait A relatively permanent characteristic that does not change as the individual moves from situation to situation. 1-8

9. Important Traits of Leaders from Early Research Physical or Background Traits Personality or Ability Traits Task or Social Traits Activity or energy Education Social status Assertiveness Dominance Independence/Originality Self-confidence Administrative ability Fluency of speech Social perceptiveness Adaptability Motivation to achieve Responsibility Initiative Persistence Task orientation Cooperativeness Sociability 1-9

10. © 2006 Prentice Hall Leadership Behaviors  Explaining methods and techniques for followers to use in completing tasks.  Being friendly and informative and encouraging two-way communication.  Consulting with followers to obtain information and opinions before making important decisions.  Praising followers for a job well done.  Expressing high expectations and confidence in followers’ performance The following are specific examples of leader behaviors that many leaders use to influence followers: 1-10

11. © 2006 Prentice Hall Situational Factors and Leadership  Redesigned job tasks  Self-managed work groups  Reward systems  Follower self-leadership  Participative goal-setting programs Certain situational factors replace followers’ needs for specific leader behaviors. In these situations, other factors often provide followers with guidance, motivation, and satisfaction. Examples of these factors include: 1-11

12. © 2006 Prentice Hall Three Key Leadership Tasks I. Diagnose situations and followers (Is a specific leadership behavior needed?) I. Diagnose situations and followers (Is a specific leadership behavior needed?) II. Provide needed leadership behavior for situation and follower characteristics (Provide rewards, direction, and/or support for followers) II. Provide needed leadership behavior for situation and follower characteristics (Provide rewards, direction, and/or support for followers) III. Modify situation and/or follower characteristics (Redesign job tasks or develop self leadership among followers) III. Modify situation and/or follower characteristics (Redesign job tasks or develop self leadership among followers) 1-12

13. © 2006 Prentice Hall Current Issues in Leadership  Ethics and fairness  Diversity  Leadership development  Leading organizational change  Transformational leadership 1-13