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Chapter 13
*http://www.youtube.com/watch?v=_4Vs_n85sCs
*http://www.youtube.com/watch?v=F116UPXWK-I
*Inspiring others to work hard to accomplish important tasks.
*“You manage things; you lead people” .
Grace Hooper, First female US Navy Admiral
Vision: a clear sense of the future
*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)
*Power: ability to get someone else to do something you want done. Positive leadership as opposed to negative leadership.
*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)
*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)
*Reference – Charisma or interpersonal attractiveness; people want to identify positively with YOU.
(creates long-term commitment)
*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.
*Criticality: take good care of others dependent on you
*Visibility: get known; make formal presentations, do committee work, pursue leadership assignments.
*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.
*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!
*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.
*Drive, self-confident, creativity, smart, motivated, business knowledge, flexible, honest
Focus Theoretical 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
DelegatingParticipatingSelling Telling
Focus Theoretical 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 SupportiveAchievementParticipative
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
*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
Transactional Directs the efforts of other through task, rewards and structures
Transformational Inspirational leadership that gets people to do more in achieving high performance. The have: Vision CharismaSymbolism (hero)EmpowermentSmartsIntegrity
*Ability to manage ourselves & our relationships effectively.
Describe the components of emotional intelligence.
*Self-awareness: understand our moods
*Self-regulation
*Motivation
*Empathy
*Social skill
*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.
*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.
*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.
*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!