Review trait theory research, and the Leadership Grid as points of reference.

Explain, according to Fiedler’s contingency model, how leadership style interacts with situational control.

Discuss House’s revised path-goal theory and Hersey and Blanchard’s situational leadership theory.

Describe the difference between transactional and transformational leadership and discuss how transformational leadership transforms followers and work groups.

Explain the leader-member exchange (LMX) model of leadership and the concept of shared leadership.

Review the principles of servant leadership and discuss Level 5 leadership

Leadership

Learning Objectives

Chapter Fourteen

Leadership and VisionLeadership

process of inspiring others to work hard to accomplish important tasks

Vision someone who has clear sense

of future

Leadership

Leadership and PowerPower

ability to get someone else to do what you want them to

Leadership

Leader trait: personal characteristics that differentiate leaders from followers.

Leadership prototype: mental representations of the traits and behaviors possessed by leaders.

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Trait Theory

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drivedesire to leadmotivationhonesty and integrityself-confidence intelligence and knowledgeflexibility

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Trait Theory

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Intelligence Personality Abilities

Judgment Adaptability Ability to enlist cooperation

Decisiveness Alertness Cooperativeness

Knowledge CreativityFluency of speech Personal integrity Sociability

Emotional balance Tact, diplomacyand Control

Popularity & prestige

IndependenceSelf-confidence Social

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Traits Associated with Leadership Effectiveness

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Men and women were seen as displaying more task and social leadership, respectively

Women used a more democratic or participative style than men and men used a more autocratic and directive style than women

Men and women were equally assertive

Women executives, when rated by their peers, managers, and direct reports, scored higher than their male counterparts on a variety of effectiveness criteria

Men displayed more laissez-faire leadership

14-2

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Gender and Leadership

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The Ohio State Studies: 1950s

(R.M. Stogdill and A.E. Coons) identified two critical dimensions of leader

behavior. Consideration: creating mutual respect and

trust with followers. Being friendly and supportive towards his or her subordinates.

Initiating structure: organizing and defining what group members should be doing.

14-3

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Behavioral Styles Theory

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The Ohio State Studies: (R.M. Stogdill and A.E. Coons)

identified two critical dimensions of leader behavior. Consideration: Correlates with

People Oriented- Employee centered Initiating structure: Correlates with

Task Oriented – Job centered

14-3

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Behavioral Styles Theory

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University of Michigan Studies identified two leadership styles that were similar to the

Ohio State studies--one style was employee centered and the other was job centered

The Leadership Grid © represents five leadership styles found by crossing

concern for production and concern for people Impoverished management Country club management Authority-compliance Middle-of-the-road management Team management

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Behavioral Styles Theory (Cont.)

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The Leadership Grid

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Transactional leadership: focuses on the clarifying employees’ roles and providing rewards contingent on performance.

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Transactional Leadership

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Authoritarian - their subordinates work for them and largely do as they are told

Work focus – work within tight constraints of time and money. They thus naturally pass on this work focus to their subordinates

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Transactional Leadership

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Directive or autocratic Management by Exception

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Transactional Leadership

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Transformational leaders: transforms employees to pursue organizational goals over self-interests.

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Transformational Leadership

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Qualities of Transformational Leaders vision charisma symbolism empowerment intellectual stimulation integrity

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Transformational Leadership

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Emotional Intelligence is the ability to manage oneself and interact with others in mature and constructive ways

5-16

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Emotional Intelligence

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Self-Awareness, Self-Esteem, Self-confidence

Self-Control in all situations: self-regulation Leadership Decisiveness, decision-making Motivation- of self and others Conflict Management, negotiation Stress management and reduction Support and sensitivity to others Communication Teamwork, relationships

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Management/Leadership Activities & EI Competencies

©

EI is the ability to perceive, understand, integrate and manage, one’s own and other people’s feelings and emotions, and to act upon them in a reflective and rational manner.

EI is the capacity to consciously choose your thoughts, feelings, and actions to gain the clearest insight about yourself and to get the most out of relationships with others.

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Emotional Intelligence Defined

©

5-17

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Skills & Best Practices: How to DevelopPersonal and Social Competence Through

Emotional Intelligence

Personal Competence

• Self-Awareness• Emotional self-awareness• Accurate self-assessment• Self-confidence

• Self-Management• Emotional self-control• Transparency• Adaptability• Achievement• Initiative• Optimism

Social Competence

• Social Awareness• Empathy• Organizational awareness• Service

• Relationship Management• Inspirational leadership• Influence• Developing others• Change catalyst• Conflict management• Building bonds• Teamwork and collaboration

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EI develops in three important phases throughout life. Success is measured by individual effort and motivation.

First: By increasing your self-awareness (know yourself)

Second: By self-management (choosing your thoughts and actions)

Third: By making a plan for decision making and increasing your personal wisdom through learning. (Action learning) “Street Smarts”

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Developing EI in the Individual

©

Future Leadership Development will focus on a combining Emotional Intelligence – Transformational and Transactional Leadership

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Leadership Development

©