ObjectivesObjectivesObjectivesObjectives1.A working definition of leadership

2.An understanding of the relationship between leading and managing

3.An appreciation for the trait and situational approaches to leadership

4.Insights into using leadership theories that emphasize decision-making situations

5.Insights into using leadership theories that emphasize more general organizational situations

6.An understanding of alternatives to leader flexibility

7.An appreciation of emerging leadership styles and leadership issues of today

Defining LeadershipDefining LeadershipDefining LeadershipDefining LeadershipLeader Versus Manager

Managing

Broader in scope

Focuses on non-behavioral issues

Leading

Emphasizes behavioral issues

Defining LeadershipDefining LeadershipDefining LeadershipDefining Leadership

The Trait Approach to LeadershipThe Trait Approach to LeadershipThe Trait Approach to LeadershipThe Trait Approach to LeadershipSuccessful leaders tend to possess:

1. Intelligence, including judgment and verbal ability

2. Past achievement in scholarship and athletics

3. Emotional maturity and stability

4. Dependability, persistence, and a drive for continuing achievement

5. The skill to participate socially and adapt to various groups

6. A desire for status and socioeconomic position

The Situational Approach to Leadership: A Focus on Leader BehaviorThe Situational Approach to Leadership: A Focus on Leader BehaviorThe Situational Approach to Leadership: A Focus on Leader BehaviorThe Situational Approach to Leadership: A Focus on Leader BehaviorLeadership Situations and Decisions

The Tannenbaum and Schmidt Leadership Continuum

The manager:

1. Makes the decision and announces it

2. “Sells” the decision

3. Presents ideas and invites questions

4. Presents a tentative decision that is subject to change

5. Presents the problem, gets suggestions, and then makes the decision

6. Defines the limits and asks the group to make a decision

7. Permits the group to make decisions within prescribed limits

The Situational Approach to Leadership: A Focus on Leader BehaviorThe Situational Approach to Leadership: A Focus on Leader BehaviorThe Situational Approach to Leadership: A Focus on Leader BehaviorThe Situational Approach to Leadership: A Focus on Leader BehaviorLeadership Situations and Decisions (continued)

Determining How to Make Decisions as a Leader

1. Forces in the Manager Manager’s values

Level of confidence in subordinates

Personal leadership strengths

Tolerance for ambiguity

The Situational Approach to Leadership: A Focus on Leader BehaviorThe Situational Approach to Leadership: A Focus on Leader BehaviorThe Situational Approach to Leadership: A Focus on Leader BehaviorThe Situational Approach to Leadership: A Focus on Leader BehaviorLeadership Situations and Decisions (continued)

Determining How to Make Decisions as a Leader (continued)

2. Forces in Subordinates They have a relatively high need for independence

They have a readiness to assume responsibility for decision making

They have a relatively high tolerance for ambiguity

They are interested in the problem and believe it is important to solve it

They understand and identify with the organization’s goals

They have necessary knowledge and experience to deal with problem

They have learned to expect to share in decision making

The Situational Approach to Leadership: A Focus on Leader BehaviorThe Situational Approach to Leadership: A Focus on Leader BehaviorThe Situational Approach to Leadership: A Focus on Leader BehaviorThe Situational Approach to Leadership: A Focus on Leader BehaviorLeadership Situations and Decisions (continued)

Determining How to Make Decisions as a Leader (continued)

3. Forces in the Situation Type of organization in which the leader works

Effectiveness of a group

Problem to be solved

Time available to make a decision

The Situational Approach to Leadership: A Focus on Leader BehaviorThe Situational Approach to Leadership: A Focus on Leader BehaviorThe Situational Approach to Leadership: A Focus on Leader BehaviorThe Situational Approach to Leadership: A Focus on Leader BehaviorLeadership Situations and Decisions (continued)

Determining How to Make Decisions as a Leader: An Update

The Vroom-Yetton-Jago Model

1. Organizational decisions should be of high quality

2. Subordinates should accept and be committed decisions

Decision Styles

Using the Model

The Situational Approach to Leadership: A Focus on Leader BehaviorThe Situational Approach to Leadership: A Focus on Leader BehaviorThe Situational Approach to Leadership: A Focus on Leader BehaviorThe Situational Approach to Leadership: A Focus on Leader Behavior

The Situational Approach to Leadership: A Focus on Leader BehaviorThe Situational Approach to Leadership: A Focus on Leader BehaviorThe Situational Approach to Leadership: A Focus on Leader BehaviorThe Situational Approach to Leadership: A Focus on Leader Behavior

The Situational Approach to Leadership: A Focus on Leader BehaviorThe Situational Approach to Leadership: A Focus on Leader BehaviorThe Situational Approach to Leadership: A Focus on Leader BehaviorThe Situational Approach to Leadership: A Focus on Leader BehaviorLeadership Behaviors (continued)

Fiedler’s Contingency TheoryChanging the Organization to Fit the Leader

Leader–member relations

Task structure

Position power

Actions to modify the leadership situation:

1. Change the individual’s task assignment

2. Change the leader’s position power

3. Change the leader–member relations in this group

Leadership TodayLeadership TodayLeadership TodayLeadership Today

Leadership TodayLeadership TodayLeadership TodayLeadership Today

Leadership TodayLeadership TodayLeadership TodayLeadership TodayServant Leadership

Servant leaders are . . .

. . . good listeners

. . . persuasive

. . . aware of their surroundings

. . . empathetic

. . . stewards

Entrepreneurial Leadership

Leader is self-employed