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Leadership Definitions & Overview Power Trait approaches Contingency Transformational and transactional
leadership Dysfunctional leadership
Leadership: Definitions & Overview Ability to influence a group toward the
achievement of goals Requires a leader and follower(s) Different from management??
Leadership = doing the right things Management = doing things right
Successful vs. effective managers
Power Power is the underlying ability, used or
not, that a person has to influence the thoughts or actions of another person.
Social influence
The Zone of IndifferenceREQUESTED ACTIONOBEY?
No Work Sundays
No Shop during lunch hour for boss
? Make coffee for the office
Yes Work 40 hours in the week
Yes Type letters
Yes Perform filing
Yes Work occasional paid overtime
? Bring sandwiches to boss for lunch
No Type school papers for boss’s kids
No “Fudge” boss’s expense accounts
Inside zone ofindifference:
Normalinducements
sufficient
Outside zone ofindifference:Extraordinaryinducements
required
Responses to the Use of Power
Response by Influence TargetType ofPower
Commitment Compliance Resistance
Referent Likely Possible Possible
Expert Likely Possible Possible
Legitimate Possible Likely Possible
Reward Possible Likely Possible
Coercive Unlikely Possible Likely
Charismatic Likely Possible Possible
Information Likely Possible Possible
Trait Approaches A 1991 study shows strong evidence for these traits
Drive: achievement, ambition, energy, tenacity, and initiative Leadership motivation: personalized vs. socialized Honesty and integrity: truthful, ethical, principled Self-Confidence: including emotional stability Cognitive ability Knowledge of the business
Weaker support was found for: Charisma Creativity and originality Flexibility
The Managerial Grid
1
5
9
1 5 9
Con
cern
for
Peo
ple
Concern for Production
Country Club Team Management
Impoverished Management
Compliance with Authority
Middle of the Road
Situational Leadership Blanchard & Hersey Different people have different needs One-style-fits-all leadership doesn’t
work
Leadership StylesHigh
Low
Low High
Sup
port
ive
Beh
avio
r
Task Behavior
S4
Delegate
S3
Participate
S2
Sell
S1
Tell
Development Levels
High Medium LowHighCompetence
Highcommitment
HighCompetence
Variablecommitment
SomeCompetence
LowCommitment
LowCompetence
HighCommitment
Developed Developing
D4 D3 D2 D1
Leadership StylesStyle 1: DirectingThe leader provides specific
instructions and closely supervises task accomplishment
Style 2: CoachingThe leader continues to
direct and closely supervise task accomplishment, but also explains decisions, solicits suggestions, and supports progress
Style 3: Supporting
The leader facilitates and supports subordinates’ efforts toward task accomplishment and shares responsibility for decision making with them
Style 4: Delegating
The leader turns over responsibility for decision making and problem solving to subordinates
Transformational and Transactional Leadership Transactional leadership…..
Clarify task and role requirements Provide structure and rewards Meet subordinates’ social needs
Transformational leadership…. Broadens and elevates subordinates’ interests Promotes awareness and acceptance of a shared
vision Moves employees to pursue the best interests of
the organization
Becoming a Transformational Leader: The Four I’s Idealized Influence
Serving as a role model Inspirational Motivation
Encouraging subordinates to challenge processes and impart meaning to work
Intellectual Stimulation Fostering subordinates’ sense of creativity and
innovation Individual Consideration
Attending and responding to individual needs
Charismatic Power Self-confidence Vision Ability to articulate the vision Strong convictions about the vision Behavior that is out of the ordinary Change agent Environmental sensitivity
Too much vision Personal needs made paramount
Building a monument to themselves Blind drive prevents seeing external environment
Pyrrhic victory Victory -- but at what cost? Blind ambition, empire building
Chasing a vision before its time Failure to reality-test ideas Blind to the market and what it wants
Manipulative management, impression management Lack of administrative skills
Dysfunctional Leadership