Appointment

1
How Leaders Are Identified

• Appointment
• Must earn the respect of followers
• Election
• Politics
• Professional Associations
• Teams captains

2
How Leaders Are Identified

• Emergence
• Thursday activities
• Charisma
• Generate enthusiasm loyalty
• Obama, Clinton, Ghandi, MLK, JFK
• The Halo Effect
• Attributes in 1 situation carry over to others
• BPRD soccer coaches

3
Power!

• Influence an individual has over another
• Power does not equal leadership
• Leaders use forms of power to get the job done

4
Power!

• Coercive Power
• Connections/networking
• Empowerment
• Expert Power
• Information Power
• Legitimate Power
• Reward Power
• Social Status
• Referent Power (charisma)

5
Power!

• Coercive Power
• Person relies on the ability to punish others
• Greater the freedom to punish, the greater the
  coercive power
• Fear of disapproval
• Power to
• Terminate
• Evaluate
• Reprimand

Least effective form of power over time
6
Power!

• Connections/Networking
• Strong connections with those in the field
• Not what you know, but who you know
• Helps get things done exerts influence
• Empowerment
• The power to do, to make decisions
• Enables staff to accomplish more
• Increases self esteem

7
Power!

• Expert Power
• Based on valued expertise
• You know something others dont
• Computer staff, Art Smart program, Pool
  maintenance
• Information Power
• Access control of information
• Controlling leader

8
Power!

• Legitimate Power
• Comes from position within the organization
• CEO, Administrator, teacher

9
Power!

• Reward Power
• Ability to provide rewards to people
• The greater the control over rewards, the greater
  the power
• Parent vs. child
• Politics.Bush Ridenour

10
Power!

• Social Status
• Position in the community, , occupation,
  altruism
• What kind of power do they have??

11
Power!

• Referent Power
• The more we like someone, the more likely we will
  follow them
• Admiration leads to following
• Charisma

12
Why Theory?

• Describe, explain, predict
• Why do we behave this way
• Explains progression of leadership
• Old school vs. modern leadership
• Gives a full understanding of leadership

13
Theories Overview

• Early Theories
• Great Man
• Trait Theories
• Attribution Theory
• Behavioral theories
• Leadership Styles
• Lewins Leadership styles
• Later Theories
• Management Grid
• Situational leadership
• Contingency leadership

14
Early Theories

• Great Man
• Predestined for leadership
• Birthing order, family, education, upbringing
• Born with leadership ingrained
• Women rarely considered leaders

Examples???
15
Early Theories

• Trait Theories
• Have certain traits for leadership
• Have superior qualities that make them a leader
• Culturally determined traits

What traits does our culture expect?
16
Early Theories

• Attribution Theory
• Leadership attributed to actions appearance
  regardless of behavior
• Good groupgood leader
• Bad groupbad leader

17
Early Theories

• Behavioral Approaches
• Describes leadership based on behaviors exhibited
• Effective leaders show certain behaviors at
  appropriate times
• You act like a leader to be perceived as one
• Ie.
• Problem solving, managing participant behavior,
  directing, communicating, serving as a role model

18
Leadership Styles

• Lewins Leadership Styles
• Autocratic
• Democratic
• Laissez-faire

19
Leadership Styles

• Autocratic
• Authoritarian
• Directs, or orders participants to do various
  tasks without explanation
• Does not allow for group input
• Expect people to follow orders
• Micro-manager
• When is this style good?

20
Leadership Styles

• Autocratic
• When is this style good?
• Need quick response
• Dangerous activities safety is an issue
• Group has no skills

Leadership Styles
21
Leadership Styles

• Democratic
• Shared decision making
• Reasons for decision shared with the group
• Get group input
• Members feel a sense of responsibility
• Trust develops between leaders followers
• When isnt this style good?

Leadership Styles
22
Leadership Styles

• Democratic
• When isnt this style good?
• Unskilled group
• Immature group
• Little knowledge of the situation by the group
• If quick decisions need to be made

Leadership Styles
23
Leadership Styles

• Laissez-Faire
• French - Leave it alone, let it be
• Leader tends to shy away from the group and
  decision-making responsibilities
• Group gets no direction
• Sometimes leader lacks confidence
• Someone in group usually takes over as leader
• Can be good and bad

Leadership Styles
24
Leadership Styles

• Laissez-Faire
• Good aspects
• Used purposefully see where group goes
• Group dynamics can get stronger
• Less reliance on leader

Leadership Styles
25
Leadership Styles

• Laissez-Faire
• Bad aspects
• Not well received by some
• Group feels deserted
• End product is not appropriate

Leadership Styles
26
Contemporary Theories

• Situational Leadership
• Takes into account the leader, followers, the
  situation
• The situation dictates who will emerge as the
  leader
• If leader skills challenge match, they will
  emerge as the leader

27
Contemporary Theories

• Management Grid
• Task Orientation
• Concerned with productivity
• Satisfaction derived from completion of task
• People Orientation
• Concerned with establishing good relationships
• Emotional aspect of leadership

Technical skills
Human Relations skills
28
Contemporary Theories

• Contingency Leadership
• The style of leadership is contingent upon the
  situation the response from the followers
• Leaders are motivated by either task or an
  interpersonal perspective
• 3 issues.

29
Contemporary Theories

• Contingency Leadership
• 3 issues
• The more the leader is liked the easier it is to
  exert influence
• The clearer the goals tasks are, the easier to
  exert influence
• The more powerful the leader to easier to exert
  influence
• A well liked leader with clear goals sufficient
  power will be most effective

30
Others

• Servant leadership pg 38