Opening Prayer

Loving heavenly Father we come to you this hour asking for your blessing and help as we are gathered together. We pray for guidance in the matters at hand and ask that you would clearly show us how to conduct our work with a spirit of joy and enthusiasm. Give us the desire to find ways to excel in our work. Help us to work together and encourage each other to excellence. We ask that we would challenge each other to reach higher and farther to be the best we can be. We ask this in the name of the Lord Jesus Christ. Amen

Chapter 16

ESSENTIALS OF LEADERSHIP

Chapter Overview
Study Questions: 1. The Nature of Leadership 2. Leadership Traits and Behaviors 3. Contingency Approaches to Leadership 4. Issues in Leadership Development

Study Question 1 The Nature of Leadership Leadership and power Leadership and vision Leadership as service

Nature of Leadership
Great leaders are almost always great simplifiers, who can cut through argument, debate and doubt, to offer a solution everybody can understand. - Colin Powell

Leadership is the process of inspiring others to work hard to accomplish important tasks.

Leading- to inspire effort

Communicate the vision Build enthusiasm Motivate commitment, hard work Planning- to set direction Organizing- to create structures Controlling- to ensure results

LEADERSHIP AND POWER Power is the ability to get someone else to do something you want done or to make things happen the way you want.

LEADERSHIP AND POWER

1. Position Power Reward Power is the capacity to offer something of value as a means of influencing other people. Coercive Power is the capacity to punish or withhold positive outcomes as a means of influencing other people. Legitimate Power is the capacity to influence other people by virtue of specialized knowledge.

LEADERSHIP AND POWER

2. Personal Power Expert power is the capacity to influence other people because of specialized knowledge. Referent Power is the capacity to influence other people because of their desire to identify personally with you.

Sources of Power Used by Leaders

Power of the POSITION: Based on things managers can offer to others. Power of the PERSON: Based on how managers are viewed by others.

Rewards

If you do what I ask, Ill give you a reward. If you dont do what I ask, Ill punish you.

Expertise

As a source of special knowledge and information.

Coercion

As a person with whom others like to Reference identify.

Because I am the boss, you must do as Legitimacy I ask.

LEADERSHIP AND VISION

Vision is a clear sense of the future. Visionary leadership brings to the situation a clear sense of the future and an understanding of how to get there.

LEADERSHIP AS SERVICE
Servant Leadership is followercentered and committed to helping others in their work. Empowerment enables others to gain and use decision-making power.

Study Question 2 Leadership Traits and Behavior Leadership traits Leadership behaviors Classic leadership styles

LEADERSHIP TRAITS
A comprehensive review by Shelley Kirkpatrick and Edwin Locke identifies personal traits of many successful leader.

LEADERSHIP TRAITS
Drive-They have high energy, display initiative, and are tenacious Self-confidence- They have trust themselves and have confidence in their abilities. Creativity- They are very creative and original in their thinking. Cognitive ability- They have the intelligence to integrate and interpret information.

LEADERSHIP TRAITS
Job relevant knowledge- They know their industry and its technical foundations Motivation- They enjoy influencing others to achieve shared goals Flexibility- They adapt to fit the need of followers and the demands of situations Honesty and Integrity- They are trustworthy; they are honest, predictable, and dependable.

LEADERSHIP BEHAVIORS Leadership style is the recurring pattern of behaviors exhibited by a leader.

LEADERSHIP BEHAVIORS
2 Dimensions of leadership style Concern for the task to be accomplished Concern for the people doing work

LEADERSHIP BEHAVIORS
A leader high in concern for the task- plans and defines the work to be done assigns taks responsibilities, sets clear works standards, urges task completion and monitors performance results. A leader high in concern for people- acts warm and supportive toward followers, maintains good social relations with them, respects their feelings, is sensitive to their need and shows trust in them

CLASSIC LEADERSHIP STYLES

CLASSIC LEADERSHIP STYLES

A leader with an autocratic style- acts in a unilateral command and control fashion A leader with a human relation styleemphasizes people over task. A leader with a laissez-faire style- displays the do the best you can and dont bother me attitude. A leader with a democratic style- emphasizes both tasks and people

Study Question 3
Contingency Approaches to Leadership Fiedlers contingency model Hersey-Blanchard situational model Path goal theory Leader-member exchange theory Leader-participation model

Three Consecutive Variables

Quality of leader-member (good or poor) - Measures the degree to which the group supports the leader Task structure (high or low) - Measures the extent to which task goals, procedures, and guidelines are clearly spelled out. Position power (strong or weak) - Measures degree to which the position gives the leader power to reward and punish subordinates

high Participating Shares Ideas Follows able, unwilling, insecure Delegating Turn over decisions Selling Explain decisions Followers unable, willing, confident Telling Give instructions

Relationship behavior - Support required

Followers able, willing, confident

Following unable, unwilling, insecure

low low Task Behavior Guidance required

high

Path-Goal Leadership
Direction leadership- letting subordinates know what is expected Supportive leadership- doing things to make work more pleasant Achievement-oriented leadership- setting challenging goals Participative leadership- involving subordinates in decision making

Substitutes for Leadership - Are factors in the work setting that direct work efforts without the involvement of a leader

Leader-Participation Model
Authority decision- is made by the leader and then communicated to the group Consultative decision- is made by a leader after receiving information, advice, or opinions from group members Group decision- is made by group members themselves

Leader

Who has information and expertise? Acceptance and commitment critical for implementation?

Followers

No

Yes

High

Time pressure for decision making?

Low

Study Question 4
Issues in Leadership Management Transformational leadership Emotional Intelligence and leadership Gender and leadership Moral leadership Druckers old-fashioned leadership

Charismatic Leaders
Persons whose visions and strong personalities have an extra ordinary impact on others. Develop special leader-follower relationships and inspire followers in extraordinary way.

Transformational Leadership
Transformational Leader
Is inspirational and arouses extraordinary effort and performance Raises aspirations and shifts people and organizational systems into new, highperformance patterns

Martin Luther King, Jr.

I Have A Dream Stop complaining and Do something productive. If you cant fly then run, if you cant run then walk, if you cant walk then crawl, but whatever you do you have to keep moving forward.

Special qualities of a transformational leader:

Vision-having ideas and a clear sense of direction. Charisma-using the power of personal reference and emotion to arouse others enthusiasm, faith, loyalty, pride and trust in themselves. Integrity-being honest and credible

 Symbolism-identifying heroes and holding spontaneous and planned ceremonies Empowerment-helping others develop by removing performance obstacles, sharing responsibilities, and delegating truly challenging work. Intellectual Stimulation-gaining the involvement of others

Transactional Leader
Uses tasks, rewards, and structures to influence and direct the efforts of others Uses contingent rewards to motivate followers. Identifies what must be done to accomplish the desired results. Uses corrective action only when goals not met.

Emotional Intelligence
It is the ability to manage our emotions in social relationships.

Gender and leadership

Are there gender differences in leadership? First, Social Science research largely supports the gender similarities hypothesis: that is males and females are very similar to one another in terms of psychological properties.

 Second, research leaves no doubt that both women and men can be equally effective as leaders. But, Perceptions of gender similarities do exist. Men and women are sometimes perceived differently as leaders, and that these perceptions fit traditional stereotypes. Women take care while men take charge

Interactive Leadership
Leaders are strong communicators and act democratic and participative with followers. they display many qualities in common with transformational leadership

Moral Leadership
This is leadership by ethical standards that clearly meet the test of being good and correct. It begins with personal integrity. Integrity in leadership is honesty, credibility, and consistency in putting values into action.

Gandhi, George Washington, and Eleanor Roosevelt are great leaders that follow agendas true to the wishes of their followers.

Authentic Leadership
Activates positive psychological states to achieve self-awareness and positive selfregulation. An Authentic leader has high level of selfawareness and clearly understands his or her personal values

Druckers old-fashioned leadership

Define and communicate a clear vision. Accept leadership as responsibility, not rank.

 Surround yourself with talented people. Dont blame others when things go wrong. Keep your integrity; earn the trust of others. Dont be clever, be consistent.