LEADERSHIP

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LEADERSHIP
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Management vs. Leadership

• Management is not something you do to other
  people
• You mange your inventory, your checkbook, your
  resources
• You mange things, you lead people

Leadership The skill of influencing people to
work enthusiastically toward goals identified as
being for the common good. A CHOICE
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LEADERSHIP - Theories

• Trait Theories
• 1920s 1950s
• Personal characteristics
• Intelligence, dominance, alertness
• Leaders born not made
• No cause and effect between leadership and traits

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LEADERSHIP - Qualities

• Honesty
• Single most important ingredient is integrity
• Measured by observing behavior
• Forward Looking (Vision)
• Sense of direction
• Concern for future

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LEADERSHIP - Qualities

• Inspiring
• Enthusiastic, energetic, positive
• Cheerleader
• Competent
• Capable and effective to lead toward goals
• Not a specialist in all areas but takes time to
  learn
• Value-added competence

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LEADERSHIP - Qualities

• Fair-minded
• Supportive
• Broad-minded
• Intelligent

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LEADERSHIP - Theories

• Behavioral Theories
• Late 1940s - 1950s
• Behavior vs. traits
• U of M studies
• Production centered
• Employee centered
• PC less effective actual performance

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LEADERSHIP - Theories

• Ohio State studies
• Initiating structure
• Well defined job guidelines, channels of
  communication
• Consideration
• Emphasizes trust, respect, rapport, participatory
  decision making

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LEADERSHIP - Theories

• Ohio State studies findings
• Higher Initiating Structure yielded high
  proficiency ratings but more employee grievances
• Higher Consideration yielded lower proficiency
  but lower absences

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LEADERSHIP - Theories

• Contingency/Situational Theories
• Attention to the situation in which leaders
  function
• Trait and behavioral theories were inadequate

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LEADERSHIP - Theories

• Fiedlers Contingency Model
• Group Performance contingent upon
• Motivational system of leader
• Task vs relationship
• Degree to which leader has power and influence in
  a situation

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LEADERSHIP - Theories

• 3 situational factors
• Leader-member relationship
• Trust, confidence, respect for leader
• Task structure
• Clarity of specific job
• Position power
• Inherent in leadership position

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Case

• Individual has 8 subordinates who like him. He
  structures the job by making work assignments and
  by setting goals for required outputs. He is
  also responsible for reviewing the work of
  subordinates and is the main spokesperson for and
  evaluator of the employees at merit review time.

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Case

• Is leader member relationship good or poor?
• Good
• Is task-structure high or low?
• High
• Is position power strong or weak?
• Strong

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LEADERSHIP - Types

• Transformational leaders Lee Iacoca
• Self actualization
• Internal rewards
• Vision
• Charisma

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LEADERSHIP - Types

• Transactional leaders Gill (Bausch Lomb)
• Exchange process
• Contingent reward system
• Pay for performance
• MBO
• Autocratic

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LEADERSHIP - Types

• Servant Leaders (many unknown leaders)
• Leaders serve followers
• Listens well concerned with all
• Do not necessarily strive to be leaders