What is your personaldefinition of Leadership?

DEFINITION OF LEADERSHIP Leadership is commonlydefined as a process of influence whereby theleader influences otherstoward goal achievement Some researchers peopleendowed with authority areleaders Leadership is a force thatcreates a capacity amonga group of people to dosomething that isdifferent or better Leadership whatleaders do; the process of influencing a group toachieve goals LEADERSHIP The process of influencing people toaccomplish goals Leaders innovate Leaders focus on people Leaders inspire thru personaltrustworthiness & self-confidence Leaders communicate avisionthat turnsself-interest into commitment to the job LEADERS Use a wide variety of interpersonalskills to influence others to accomplisha specific goal Have the capacity to earn and holdtrust Must be personally authentic andaccountable Must possess enthusiasm, energy, andcommitment FORMAL AND INFORMALLEADERSHIP Formal leadership is based on occupying a position in anorganization, called assigned leadership Informal leadership occurs when an individual demonstratesleadership outside the scope of a formalleadership role or as a member of a group,rather than as the head or

leader of the group. The informal leader can be considered toemerge as a leader when accepted by othersand perceived to have influence. What makes a person aleader? LEADERSHIP THEORIES EVOLUTION OF LEADERSHIP THEORY Leadership theory is an evolving field;while these highlight the mostcommon theories of the last century,more theories continue to beresearched in the elusive search for adefinitive understanding of leadership. More recent leadershiptheories are discussed on thefollowing slides.

GREAT MAN AND TRAIT THEORIES Great Man Theory ~ Earliest approach Identify great person frommasses Certain traits -success/effectiveness

 Aristotelian philosophy somepeople are born to be leaderswhile others to be led TraitTheories Assume some people havecertain characteristics or traitsthat make them better leadersthan others Studied great leaders throughouthistory Power and situations wereignored Contemporary theories said thatleadership is a skill and can bedeveloped Not inborn BEHAVIORAL THEORIES Pattern of actions used by differentindividuals determines leadershippotential McGregor et al moved away fromstudying the traits of leadershipsituation Lewin, White and Lippit isolatedcommon leadership styles Autocratic, democratic and laissez-faire CHARACTERISTICS OFAUTHORITARIAN Strong control over work group Others are motivated by coercion Others are directed withcommands Communication flows downward Decision making does not involveothers Emphasis is on difference instatus SITUATIONAL AND CONTINGENCY THEORIES Leader traits and/or leader behaviorsare important aspects but must betaken in context. That is, the situation matters. SITUATIONAL LEADERSHIP THEORY

No single best way to lead Focus on maturity or readiness of followers Ability and willingness Adjust emphasis on task andrelationship behaviors accordingto the readiness of followers toperform their tasks Mary Follet social system of contingencies Need for integration Leadership Styles Telling : low readiness, untrained andinexperienced employees Selling : low/moderate readiness,trained but inexperienced employees Participating : moderate/highreadiness, able but unwilling,employees skeptical Delegating : high readiness,employees ready and willing to takeresponsibility Hersey and Blanchard Developed situational approach Effectiveness of leader is basedon level of maturity of followers As followers mature = less taskfocus for leader FIEDLERS LEADERSHIPCONTINGENCY THEORY Reinforced contingency approach Group effectiveness depends onappropriate match bet. leaders styleand the demands of the situation Situational control Least preferred coworker Important variables

 Leader/member relations, task structure,position power Suggests that no one leadership styleis the best for every situation. There are three (3) dimensions thatinfluence leadership style: Leader-staff relations Taskstructure Position power PATH-GOAL THEORY Rooted in Expectancy Theory Leader behaviors Directive Supportive Achievement-oriented Participative SITUATIONAL FACTORS Characteristics of subordinates Locus of controlExperiencePerceived ability Characteristics of environment TaskstructureFormal authority systemWork group Path-Goal Leadership Styles Directive Supportive Achievement-oriented Participative Path-Goal leadership Style

PATH-GOAL LEADERSHIP STYLES DIRECTIVE

Lets subordinates know what is expectedPlans and schedules work to be doneGives specific guidance what should be doneand how it should be doneMaintains clear standards of performance SUPPORTIVE Shows concern for well-being of subordinates Treats members as equalsDoes little things to make the work morepleasantFriendly and approachable ACHIEVEMENT-ORIENTED Sets challenges goalsExpects subordinates to perform at the highestlevelSeeks improvement in performance, whileshowing confidence in workers PARTICIPATIVE Consults with subordinatesSolicits suggestions Takes suggestions seriously into considerationbefore making decisions

INTERACTIONAL LEADERSHIP THEORIES Interactional theory Leadership behavior is determined bythe relationship between the leaderspersonality and the specific situation Schein (1970) Human as complex beings whoseworking environment was an opensystem to which they responded System objects, with relationshipsbetween the objects and its attributes Brandt (1994) Leaders develop work environmentthat fosters autonomy and creativitythrough valuing and empoweringothers Affirms uniqueness of individuals Contribute unique talents to a commongoal Peter Drucker leadership is aresponsibility rather than a rank Kanter (1989) Title and position authority were nolonger sufficient to mold a workforce,subordinates are encouraged to thinkfor themselves and instead managersmust learn to work synergistically withothers LEADERSHIP ROLES Guiding

 Directing Teaching Motivating for goal setting Motivating for achievement CHARACTERISTICS OF LEADERS Honesty Vision Competence Communication Motivation Knowledge Decisiveness Risk-taking Caring Balance Humor Self-awareness Intelligence Knowledge Judgment Decisiveness Oral fluency Emotional intelligence

Independence Personable Adaptability Creativeness cooperativeness Alertness Confidence Personal integrity Emotional balance andcontrol Ability Able to enlist cooperator Interpersonal skills Tact Diplomacy Prestige Social participation Nonconformity

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