13–1Copyright © 2006 Thomson Business and Economics. All rights reserved.

Today’s Agenda & AnnouncementsToday’s Agenda & Announcements

• Agenda:– Finish Mini Project Presentations– Discuss – what did you learn?

• About Ethics and Social Responsibility?• About Team Performance

– Review Chapter 12 – Motivating for High Performance• Skill Builder 2 – no web Q, bring to class

– Review Chapter 13 – Leading with Influence• Self Assessment #1 – Web Q (to be posted later 1/31)

• Announcements:– Assigning Team Teaching Sections (Section E)

PowerPoint Presentation by Charlie CookThe University of West Alabama

Copyright © 2006 Thomson Business and Economics.All rights reserved.

Chapter 13Chapter 13

Leading with Leading with InfluenceInfluence

13–3Copyright © 2006 Thomson Business and Economics. All rights reserved.

LeadershipLeadership

• Leadership– The process of influencing employees to work toward the

achievement of organizational objectives. – Gaining the respect of your team and peers through

integrity, informed decision making and risk taking, and coaching and developing others.

• Leadership versus Management– Leadership is a functional activity incorporated within the

broader scope of management activities.– Managers lacking the ability to influence others are not

true leaders.

13–4Copyright © 2006 Thomson Business and Economics. All rights reserved.

Leadership Trait TheoryLeadership Trait Theory

• Leadership Trait Theorists– Have been unsuccessful in identifying a

universal set of traits that all leaders possess.

• Ghiselli Study (1971)– Concluded that certain traits are important to

effective leadership; supervisory ability (getting work done through others) being the most important.

– From Chapter 1: 6) Initiative, 5)self-assurance,4) decisiveness, 3) intelligence, 2) need for occupational achievement, and 1) supervisory ability

13–5Copyright © 2006 Thomson Business and Economics. All rights reserved.

Leaders and Temperament TypesLeaders and Temperament TypesRational (NT) – 5% Future/TaskThomas Jefferson (Architect) Abraham Lincoln (Architect) Dwight D. Eisenhower(Mastermind) Ulysses S. Grant (Mastermind) Douglas MacArthur (Fieldmarshal) George Marshall (Fieldmarshal) Margaret Thatcher (Fieldmarshal) Napoleon Bonaparte (Fieldmarshal) Bill Gates (Fieldmarshal) Buckminster Fuller (Inventor) Steve Wozniak (Architect)George Soros (Architect)

Idealist (NF) – 10% Future/PeopleMohandas Gandhi (Counselor) Eleanor Roosevelt(Counselor) Leon Trotsky (Champion) Vladimir Lenin (Teacher) Mikhail Gorbachev (Teacher) Thomas Paine (Champion) Alexander Hamilton (Champion) Molly Brown "The Unsinkable" (Champion) Princess Diana (Healer) Albert Schweitzer(Healer) Abraham Maslow Isabel Myers (Healer) Carl Jung (Counselor)

Artisan (SP) – 40% Present/Task Franklin D. Roosevelt (Promoter) Theodore Roosevelt (Promoter) Winston Churchill (Promoter) George S. Patton (Promoter) Erwin Rommel (Crafter) Charles XII of Sweden (Crafter) Nikita Khrushchev (Performer) Boris Yeltzin Business/Industry/FinanceJohn Paul Getty (Promoter) Donald Trump (Promoter) Charles Lindbergh (Crafter)

Guardian (SJ) – 45% Present /Task/PeoplePresident George Washington (ESFJ) President Harry S. Truman (ISTJ) President Jimmy Carter President Gerald Ford President George HW Bush (ISFJ) President Leonid Brezhnev (ESFJ) General Colin Powell (ESTJ) Justice Sandra Day O'Connor (ESTJ) General Omar Bradley Warren Buffet (ISTJ) Sam Walton (ESFJ) Ray Kroc (ESFJ) John D. Rockefeller (ISTJ) J C Penny F W Woolworth William K Kellogg Andrew Mellon J. P. Morgan

13–6Copyright © 2006 Thomson Business and Economics. All rights reserved.

Basic Leadership StylesBasic Leadership Styles

• Autocratic Leader– One who makes all the decisions, tells

employees what to do, and closely supervises employees.• Considered a Theory X-type leader.

• Democratic Leader– One who encourages employee participation in

decisions, works with employees to determine what to do, and does not closely supervise employees.• Considered a Theory Y-type leader.

13–7Copyright © 2006 Thomson Business and Economics. All rights reserved.

The Leadership Grid® (Blake and McCanse) The Leadership Grid® (Blake and McCanse)

IMPOVERISHEDAUTHORITY-COMPLIANCE

COUNTRY-CLUB TEAM MANAGEMENT

MIDDLE-OF-THE-ROAD

Identifies the ideal leadership style as incorporating a

high concern for both production and people.

13–8Copyright © 2006 Thomson Business and Economics. All rights reserved.

13–9Copyright © 2006 Thomson Business and Economics. All rights reserved.

The Leadership ContinuumThe Leadership Continuum

Exhibit 13–3Source: Adapted from Robert Tannenbaum and Warren Schmidt, “How to Choose a Leadership Pattern,” Harvard Business Review, May/June, 1973.

Looks Like…….

SELF MANAGED GROUP“SPONSORED” TEAM

13–10Copyright © 2006 Thomson Business and Economics. All rights reserved.

Situational Leadership® ModelSituational Leadership® Model

• Situational Leadership® Model (Hersey and Blanchard)– Used to select one of four leadership styles that

match the employees’ maturity level in a given situation.• Telling: giving employees explicit directions about

how to accomplish a task

• Selling: explaining decisions to gain understanding

• Participating: facilitating decision making among subordinates

• Delegating: giving employees responsibility for their decisions and their implementation

13–11Copyright © 2006 Thomson Business and Economics. All rights reserved.

13–12Copyright © 2006 Thomson Business and Economics. All rights reserved.

Good to Greatby Jim Collins

Good to Greatby Jim Collins

LEVEL 5 LEADERSHIPHUMILITY AND WILL

RIGHT PEOPLE ON THE BUS

RIGHT PEOPLE IN

THE RIGHT SEATS

WHAT YOU CAN BE THE BEST IN THE WORLD AT

WHAT DRIVES YOURECONOMIC ENGINE

WHAT YOU ARE DEEPLY

PASSIONATE ABOUT

HEDGEHOGCONCEPT

FLYWHEELMOMENTUM

CULTURE OFDISCIPLINE

13–13Copyright © 2006 Thomson Business and Economics. All rights reserved.

Colin Powell – A Leadership PrimerColin Powell – A Leadership Primer

1. Being Responsible sometimes means pissing people off.2. The day people stop bringing you their problems is the day

you have stopped leading them – they’ve lost confidence or concluded you do not care…..either case is a failure of leadership.

3. Don’t be buffaloed by experts and elites.4. Don’t be afraid to challenge the pros, even in their own

backyard.5. Never neglect details…..when others are distracted the leader

must be doubly vigilant. 6. You don’t know what you can get away with until you try.7. Keep looking below surface appearances… don’t shrink from

it just because you might not like what you find.

13–14Copyright © 2006 Thomson Business and Economics. All rights reserved.

Colin Powell - continuedColin Powell - continued

8. Organization (plans and theories) doesn’t really accomplish anything……Endeavors succeed or fail because of the people involved. Only by attracting the best people will you accomplish great results.

9. Organization Charts and Fancy Titles count for next to nothing.

10. Never let your ego get so close to your position that when your position goes, your ego goes with it. (don’t avoid change of turfs and job descriptions)

11. Fit no stereotypes. Don’t chase the latest management fads.

12. Perpetual optimism is a force multiplier (ripple effect).

13. Picking People – Look for intelligence and judgment and the capacity to anticipate. Also look for integrity, high energy drive, balanced ego and drive to get things done.

13–15Copyright © 2006 Thomson Business and Economics. All rights reserved.

Colin Powell - continuedColin Powell - continued

14. Great Leaders are almost always great simplifiers who can cut through argument, debate and doubt to offer a solution everybody can understand.

15. Use the formula P= 40% to 70%, once the information you have gives you the probability for success, go with your gut.

16. The line manager is always right and headquarters is always wrong unless proved otherwise (line leaders need the accountability and control – keep “staff” to a minimum).

17. Have fun in your job. Don’t always run at a breakneck pace. Take time off when you’ve earned it. Spend time with your families. Surround yourself with people who take their work seriously, but not themselves, those who work hard and play hard!

18. Leadership is lonely. The buck stops here (Truman).

13–16Copyright © 2006 Thomson Business and Economics. All rights reserved.

McPherson’s Behaviors of LeadershipMcPherson’s Behaviors of Leadership

Provided by my AT&T Broadband Team:• Passion about the business and people• Challenge the status quo• Understand the issues• Strive for the best quality, service and cost possible.

Some personal thoughts:• It’s all about the people…attract, retain and energize the

best and brightest, make sure they have a shared Vision of what needs to happen and then help to remove the roadblocks to their progress.

• Leaders Coach and Encourage Leaders (and challenge)• Strive for Balance in your and your team’s Professional

and Personal Lives – it Enhances Creativity and it is what is Right. It is about the Journey and the Destinations.