1. LDR/531 – WEEK 2

2. WDWLLW? DISC Assessment Leadership Personality

3. Objectives Theories of Leadership Compare and contrast leadership theories. Evaluate the strengths and weaknesses of established leadership styles.

4. Leadership is:

5. Types of leadership Leadership involves influencing others (who influences? What type of influence?) to collaborate and agree (purpose of influence?) on how to complete tasks or projects.

6. What leaders can influence? Interpretation of external events and sharing of new knowledge by members. Choice of objectives and strategies to pursue. Motivation of members and allocation of resources to achieve the objectives. Development of member skills and confidence.

7. Direct vs. Indirect Leadership Direct leadership Immediate subordinates. Lower-level employees, peers, bosses, or outsiders Indirect leadership Cascading effect of leadership influence Influence over formal programs, management systems, and structural forms Influence over organizational culture 1-7

8. Leadership Approach Trait Behavior Power-influence Situational Integrative Leadership theory comparison

9. Leader vs. Manager Leader versus manager - A person can lead without being a manager; a manager can manage without being a leader. Are subordinates necessary? Are they mutually exclusive? Are they distinct processes or roles? Are both roles necessary?

10. Leader vs. Manager LeaderManager

11. Managers value: Stability, order, efficiency Thoughtfulness, details, experience Efficiency, rules, guidelines Being right, persistence, democracy

12. Leaders value: Flexibility, grand ideas, experience Adaptation, communication, honesty Innovation

13. Typical activity patterns in managerial work? Decision processes are disorderly & political, planning is informal and adaptive Interact with peers and outsiders, most via oral communications. Pace is hectic and unrelenting Content is varied and fragmented, reactive All of the above.

14. Leadership Effectiveness Measure leader effectiveness Follower attitudes and perceptions Contribution to the quality of group processes Successful career as a leader Quality + Productivity Inspiring Vision Training + Coaching Unit Profits

15. Barack Obama Leadership Effectiveness Read article about Obama 1. What traits might Barack Obama possess that contribute to his strong leadership ability? 2. Does Obama’s leadership support a trait perspective of leadership? Why or why not? 3. From a behavioral perspective of leadership, what does Obama do to strengthen his success as a leader? 4. Is Obama an effective leader? Why or why not? 5. When does Obama act as a leader vs. a manager?

16. Contingency theories and adaptive leadership different situations different subordinate characteristics influence leadership effectiveness.

17. Contingency theories and adaptive leadership One dependent variable – subordinate satisfaction or performance One predictor variable – task/ One or more situational variable – short-term conditions

18. Cognitive Resources Theory Leadership Substitutes Multiple Linkage Model LPC Contingency Path-Goal Lead followers towards a goal Manager behavior and situational variables influence follower performance Conditions under which intelligence and experiences are related to group performance Situational variables serve as substitutes Describes how the situation moderates the effects on group performance. Contingency Theories

19. Problems with Contingency Theories Over-emphasis on behavior meta-categories Ambiguous description of relationships Inadequate explanation of causal effects Lack of attention to behavior patterns Lack of attention to joint effects of situational variables Failure to distinguish between mediators and situational moderators

20. Situational Leadership Intra-individual Dyadic Group processes Organizational processes Multilevel Leader-centered versus follower-centered Descriptive Prescriptive Universal or contingency

21. Class Activity Leadership Compass

22. Situational Factors Age & Size Technical System Environment Power

23. What are Mintzberg’s 10 managerial roles?

24. How many managerial position duties and responsibilities did Mintzberg find? 1. Supervising 2. Planning & Organizing 3. Decision Making 4. Monitoring Indicators 5. Controlling 6. Representing 7. Coordinating 8. Consulting 9. Administering

25. TRUE or FALSE? A leader has both immediate & delayed effects on the same criterion.

26. Causal Relationship Between Key Variables 1-26

27. Charismatic and transformational leadership Charismatic leadership definition Charismatic leader traits and behaviors Positives associated with charisma Negatives associated with charisma

28. Transformational leadership Transformational leadership involves inspiring, developing, and empowering followers.

29. Guidelines for transformational leadership “Articulate a clear and appealing vision. Explain how the vision can be attained. Act confident and optimistic. Express confidence in followers. Use dramatic, symbolic actions to emphasize key values. Lead by example” (Yukl, 2013, p. 332).

30. Miscellaneous Leadership Concepts Trust and ethics in effective leadership Tests and interviews to identify people with leadership qualities. Leadership training Mentoring

31. Barriers to effective communication include: None of the above. Filtering & Selective Perception Language & Communication Apprehension Information Overload & Emotions All of the above.

32. Team Activity Foreign Auto Shop Read case Each team selects a question from part 1 or part 2 to answer Select a spokesperson from your team to report back to the group. The spokesperson needs to be someone different than who spoke last week.