Leadership

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Leadership

• Susan C. Horky, LCSW
• Pediatric Pulmonary Division
• University of Florida

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Would you follow yourself as a leader?
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What is Leadership?

• Influence others to fulfill a shared goal
• Direct and manage change
• Create visions for the organization
• Motivate and lead people to success
• Create conditions necessary to achieve goals

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Do these activities use the same skills?
What different personality tpes might be able to
achieve these same goals?
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What makes a leader?
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Trait Theory

• Generally discounted
• May reflect our own wishes for the magical person
  who has what we admire
• New interest in a leaders openness to learning
  and to feedback
• Broad range of traits may be desirable as long as
  the person can use the right trait at the right
  time

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Leadership traits (Gardner, 1989)

• Physical vitality and stamina
• Intelligence and action oriented judgment
• Eagerness to accept responsibility
• Task competence
• Understanding of followers and their needs
• Skills in dealing with people
• Need for achievement

• Capacity to motivate
• Courage and resolution
• Trustworthiness
• Decisiveness
• Self confidence
• Assertiveness
• Adaptability/flexibility

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Leader Qualities

• Clear sense of purpose
• Persistence
• Self-Knowledge
• Perpetual Desire for Learning
• Love of Work
• Ability to attract others

• Emotional Maturity
• Risk Taking
• Unwillingness to believe in failure
• A sense of the public need

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Factors affecting Leadership

• Gender
• Appearance
• Sibling position
• Intelligence
• Height

• Enthusiasm
• Self Confidence
• Social participation (within reason)
• Culture

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Aspects of Leadership
Authority
Power
Charisma
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Contingency Theory

• The right leader for the right moment, task or
  group. The situation creates the leader
• Many roles may make good leaders
• Contigencies
• Relationship between leaders and followers
• The structure of the task
• Position power

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• Would an army general be effective as a group
  leader in an advertising firm?

Would a CEO of an accounting firm be an
effective leader of other passengers if his plane
crashed in the wilderness?
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Task vs. Maintenance roles

• Task
• Initiator/identifyor of pressing issues
• Provider of information
• Provider of opinions
• Summarizer, Coordinator of views
• Decision Maker

• Maintenance
• Energizer
• Supporter
• Harmonizer
• Gatekeeper

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Leadership Styles

• Autocratic, Laissez-Faire, Democratic,
  participatory
• Situational Leader focuses mostly on current
  concerns and daily operations (manager)
• Visionary focuses on identifying future needs
  and mobilizing resources to reach projected
  goals. Leader mobilizes idealism and hope

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Leadership Style

• Has a powerful effect on group process
• Is now seen in the context of the relationship of
  the leaders style to the group and the groups
  needs

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Transactional Leaders (Wright, 1996)

• Recognizes what it is that we want to get from
  work and tries to ensure that we get it if our
  performance merits it
• Exchanges rewards and promises for our effort
• Is responsive to our immediate self interests if
  they can be met by getting the work done.

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Transformative Leaders (Wright, 1996)

• Raise our level of awareness our level of
  consciousness about the significance and value of
  designated outcomes and ways of reaching them
• Get us to transcend our own self interest for the
  sake of the team, organization or larger polity
• Alter our need level (Maslow) and expands our
  range of wants and needs

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Transformational Leadership

• Visionary
• Appeal to followers better nature and move them
  toward higher and more universal needs and
  purposes (Bolman and Deal, 1997)
• Leader is a change agent

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Behavior Theory
High People Low Task (Participatory)
High People High Task
People Focused
Low People High Task (Directive)
Low People Low Task
Task Focused
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Four styles for four situations

• Selling (high task/high relationship)
• Much direction given by leader
• But, attempt to get followers to buy in
• Good when people are willing and motivated, but
  lack maturity or ability

• Telling (high task/low relationship)
• Much direction and attention to roles and goals
• Good for new staff or menial jobs
• Assumes subordinates are unable or unwilling to
  do a good job

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Four styles for four situations

• Participating (low task/high relationship)
• Leader facilitates and communicates
• Good for followers who are capable but
  unwilling or insecure

• Delegating (low relationship/low task)
• Leader identifies problem but followers have
  responsibility to carry out solution
• Followers must be competent and mature (know
  what to do and are motivated to do it.

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Ones Leadership Style Depends on Ones View of
Human Nature
Those being led are
Lazy and must be prodded and coerced (Theory X)
Motivated and must be supported and stimulated
(theory Y)
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MCH Leadership
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